PROJECT REPORT

ON
“DETAILED STUDY ON IPL IN INDIA”

(2021-2022)

Submitted to: Submitted by:

Department of Ishaan Singla
Commerce & Management Roll No. 2113843
G.G.D.S.D. College, Chandigarh PU Roll No. 34100
 PREFACE

Post Graduation Diploma In Marketing Management is stepping stone to the management career and to
develop good manager it is necessary that the theoretical knowledge must be supplemented with exposure to
the real environment.

Theoretical knowledge just provides the base and it’s not sufficient to produce a good management that’s
why practical knowledge is needed, therefore the research project is an essential requirement for the student
of Post Graduation Diploma In Marketing Management.

This research project not only helps the student to utilize his skills properly, learn field realities but also
provide a chance to the organization to find out talent among the budding managers in the very beginning.
.
This is a research project on “Detailed study on IPL in India”. This research project not only broadens
horizons but also helps to grasp the various inerrancies of the business. This project is related to the
customer satisfaction towards Reliance Jio and the market share of Reliance Jio. This research report is
being conducted to identify factors and provide revolutionary 4G LTE coverage and high speed Wi-Fi
services of Reliance JIO at all parts of Chandigarh city.
 ACKNOWLEDGEMENT

I would like to express my profound gratitude to Faculty supervisor for her valuable guidance,encouraging
remarks, constant praise which helped me in completion of the project

I pay my gratitude and sincere regards to the Honourable Principal of ourprestigious college.

I would also like to express our gratitude to our family,friends,team members and respondents for
the support and willingness to spend some time with us in completion of our project.

ISHAAN SINGLA

TABLE OF INDEX

S.NO. TOPIC PAGE

NUMBER
1 CHAPTER-1 INTRODUCTION
 HISTORICAL BACKGROUND
MAN BEHIND IPL
IPL TEAMS
TEAM COMPOSITION
ORGANISATION AND WORKING

IPL CONTROVERSIES
IPL – THE CASE STUDY FOR MANAGEMENT STUDIES
2 CHAPTER-2 RESEARCH METHODOLOGY
OBJECTIVES
SOURCES OF DATA COLLECTION
SCOPE OF STUDY
ADVANTAGES
DISADVANTAGES
3 CHAPTER- 3 SWOT ANALYSIS
4 CHAPTER- 4 FINANCIAL PERSPECTIVE

5 CHAPTER-5 IPL 2016 vs. 2017 VS 2018

CHAPTER -6 POTENTIAL FUTURE

FUTURE OPPURTUNITIES
POTENTIAL DOWNSIDES
RISKS
7 CHAPTER -7 IPL AUCTIONS

8 CHAPTER-8 CONCLUSION
 CHAPTER-1
INTRODUCTION

HISTORICAL BACKGROUND
The Board of Control for Cricket in India (BCCI), the apex governing body for cricket in India launched the
Indian Premier League after a bitter rivalry with Zee’s Indian Cricket League (ICL). IPL was launched on
14th September 2007. This was the brainchild of Mr. Lalit Modi who made the format of IPL on the lines of
football’s English Premier League (EPL) and basketball’s National Basketball League (NBA).
IPL is a professional Twenty20 cricket league created and promoted by the BCCI and backed by the
International Cricket Council (ICC), an international governing body of cricket. The BCCI was instrumental
in setting up a governing council to run the IPL as a virtual company. The IPL governing council will have
five‐year term and will run, operate and manage the league independently of the BCCI.

MAN BEHIND IPL

Lalit Modi is the scion of US$1.5bn (market cap) Modi Enterprises. He is also the Executive Director of
Godfrey Philips India Ltd., a large cigarette company. Mr. Lalit Modi became the Vice‐President of BCCI in
2005. The setting of rebel cricket league (ICL) by a large group in January 2008 was a huge threat to BCCI.
Modi was charged with setting up BCCI’s own league, for which he engaged IMG, one of the world’s
leading sports entertainment companies. Modi ensured that IPL’s journey from concept to execution was
accomplished within four months. IPL’s commercial success is to a large extent due to Mr. Modi’s business
acumen.

IPL FRANCHISEES
The IPL teams were auctioned on 24th January 2008. BCCI had identified 12 cities: New Delhi, Mumbai,
Kolkata, Chennai, Bangalore, Hyderabad, Gwalior, Kanpur, Mohali, Jaipur, Ahmedabad and Cuttack. It was
decided that for the first 3 seasons, the eight teams which attracted the highest bids will be selected. About
90 firms, including leading private companies in India like Bharti, Reliance ADAG, Kingfisher and Future
Group, bought the franchise bid documents. Few private equity firms and celebrities such as Russel Crowe
and Shah Rukh Khan also participated in the bid process. BCCI had kept a reserve price of $50mn for an
individual or corporate house to own an IPL Team. The auction for the franchise took place with a total base
price of $400mn but the auction went on to fetch $723.59mn. The IPL franchisees will be able to run their
teams in their own styles bring their own sponsors and were allowed to even name the team according to
their choice. They are even being free to list their teams on the stock exchange.

IPL TEAMS
CITY TEAM NAME LOGO OWNER Current
PRICE
Bangalore Royal UB Group $95 mn
Challengers (Vijay Malaya)
Bangalore

Mohali Punjab Preity Zinta, $85 mn

Kings Ness Wadia,
Karan Paul and
Mohit Burman
Chennai Chennai Super India Cements $91 mn
Kings

Kolkata Kolkata Red Chillies $99 mn

Knight Riders Entertainment

Hyderabad Sunrisers Sun TV $70mn

Hyderabad Networks

Mumbai Mumbai Reliance $106 mn

Indians Industries
Limited

Delhi Delhi Capitals GMR Holdings $ 77 mn

Jaipur Rajasthan Emerging Media $67 mn

Royals Group and
Shilpa
Shetty(Season 2)
1) Bangalore Royal Challengers - The Bangalore team was bought by Vijay Mallya’s UB Group for
$111.6 million to own the team for 10 years. ‘Icon player’ Virat Kholi is the captain of Bangalore
Royal Challengers. Daniel vettori is the coach of the team.

2) Kings X1 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’ Kris Gayle is the captain of Kings XI Punjab. Australia’s 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 T20skipper Mahendra Singh Dhoni is the captain of Chennai
Super Kings.

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’ Andre
Russell is the captain of Kolkata Knight Riders. Australia’s John Buchanan is the coach of the team.
 5) Sunrisers Hyderabad- The Hyderabad team was bought by Sun TV Network, a media house, for 70
million for a 10-year period in 2018. Teams star player are Shikhar Dhawan and David warner. And
the coach of the team is Indian test player VVS Lakshman.

6) Mumbai Indians - The Mumbai team is owned by Mukesh Ambani’s Reliance Industries Limited
for $111.9 million for a period of 10 years. ‘Icon player’ Rohit Sharma is the captain of Mumbai
Indians and team mentor is Sachin Tendulkar. And Shaine Bond the coach of the team.

7) Delhi Capitals - The Delhi team is owned by GMR Holdings for $84 million for a period of 10 years.
‘Icon player’ is 19 years old Prithvi Shaw.

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. Indian test batsman Ajinkya Rahane is both the captain
of the teams.

TEAM COMPOSITION

Each team of IPL has a minimum of 16 players of whom 8 can be international (was raised to 10 players in
season 2), 4 players need to be regional and also 4 players need to be under‐21. Also, in the playing XI
maximum only 4 international players are allowed. After selecting the captain and the coach, the Franchise
participated in the auction to select the players for their teams. The first ever auctioning of cricket players
was held in Mumbai on 20th February 2008. 77 cricketers went for bidding in the player auction of IPL with
cap of $5mn on buying of players by each of the eight IPL franchise.

IPL – ORGANISATION AND WORKING

IPL works on a franchisee based system. Under the model, a sponsor wanting to have its team pays a
stipulated fee to the BCCI to get ownership. The franchisee also shares revenues with the cricket board. To
start with, IPL has franchised eight teams with two more to be added till 2013. The franchisee can at a later
stage list the team on stock exchange, trade players, etc. Indian Premier League also introduced the concept
of Icon player. An icon player is a player who can only play for his home city in the competition. These icon
players don’t have to go through bidding. These icon players have an advantage that they are guaranteed to
get paid at least 15% more than the next top earner in their team.

MORE ON IPL
❖ Title Sponsorship Rights - On February 13 2016 Chinese based campany VIVI secured exclusive
rights to the IPL title sponsorship worth Rs 600crore for 10 years.

❖ Television Rights - On January 14 2016, it was announced that a consortium consisting of India’s
Star 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 16347.5 cr

❖ 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 on 23rd march between
Team CSK and Team RCB
IPL – THE BUSINESS CONTROVERSY

The IPL is a miracle in the world of cricket. We have experienced the drastic changes in cricket after the
evolution of new concept, i.e. Twenty20 cricket. Lalit Modi brought out this dream concept to reality.
Business Controversy is the situation where in new entrant in the market covers up the entire field and
establishes itself as a new brand in a very short span of time affecting the existing ones directly or indirectly.
Controversy could be an amazingly low cost marketing tool that makes for the phenomenal media coverage
and can be very effective if managed well. It reaches the minds of the masses and is of immense help in
eliminating the odd dose of adverse publicity in the short term. The DLF IPL entered the market with huge
amount of money and various known celebrities. The attention of the people was grabbed by these two
factors and hence all the controversies surrounding it in the first league like media boycott and various other
cricket boards like ECB did not gain any importance in the mindset of a viewer. Let us see how IPL is the
case for marketing controversy.
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. Business controversy is the
situation where in new entrant in the market covers up the entire field and establishes itself as a new brand in
a very short span of time affecting the existing ones directly or indirectly. Controversy could be an
amazingly low cost marketing tool that makes for the phenomenal media coverage and can be very effective
if managed well it reaches the minds of the masses and will be of immense help in eliminating the odd dose
of adverse publicity in the short term.

IPL: the DLF Indian premier league is a big drama which has involved huge amount of money and
intellectual capital. In the first week of April2008, , Indians woke up to headlines screaming that the newly
launched Indian Premier League could, well, face a total media boycott – an unthinkable situation in a
country where cricket is not a sport but a religion.

The IPL had following major controversies till now:

• Slap gate (2008)
• Pakistan bans cricketers from IPL (2009)
• Lalit Modi sacked (2010)
• First signs of spot-fixing (2012)
• Shah Rukh Khan Wankhede ban (2012)
• Spot-fixing scandal (2013)
• Chennai Super Kings and Rajasthan Royals suspended (2015)

IPL – THE CASE FOR MANAGEMENT STUDIES

Let us take a look at IPL as the management case. This would be discussed with reference to the functional
areas of management viz.
Marketing management
Finance management
Production management
Human resource management

MARKETING MANAGEMENT

• Auctioning the franchisees: the first step of giving franchisees to some big guns in India like
Mukesh Ambani, Shahrukh Khan, Vijay Mallya and the likes, which fetched huge public
attention and helped creating curiosity in their minds.

• Auctioning the players participating in the IPL tournament: BCCI has not let any marketing
strategy go down they announced the amounts for players by asking a bid by some sponsors,
players like Mahendra Singh Dhoni, S.Shrisanth, R.P.Singh, Sachin Tendulkar, Sourav Ganguli,
Rahul Dravid called for a huge amount, that eventually gave the IPL a publicity stunt.
 • Cheerleaders: one can’t deny the fact that cheerleaders are one of the most important factors
influencing the people to come watch the game.

• Worldwide telecast: the broadcasting rights were given to various TV channels across the world.
The names of some channels and the amount involved would be shown in the table ahead.

• Locations: the venues selected for the games are the cities of which the franchisee is named
after.

• ICL: the rival ICL had been one of the reasons for the publicity and emergence of IPL. People
started comparing the IPL & ICL that caused the huge publicity for the IPL.

• Timing: As this format of cricket required only 3 hours as against 8 hours required for ODI and 5
Days required for Test Matches, it was positioned in the prime time category. This gave a tough
fight to the daily soaps.

PRODUCTION MANAGEMENT

• The IPL is a concept sale product.

• 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.

• Teams, players and every small aspect related to IPL has become a IPL product. 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.

FINANCIAL MANAGEMENT

• The investment decision in IPL by The Board of Control for Cricket in India (BCCI) is a daring
financial decision which required damn financial planning. The return on investment calculation
would have given the proper idea of the financial planning

• IPL has collected the huge money thorough sponsorships to teams and players, telecasting rights,
advertisement banners and hoardings, and other allied activities. Even small aspect related to the IPL
 has become the product for IPL and fetched the money. This requires the management of funds
coming in and going out, analysis of rise and fall in actual revenue and expected revenue. Further
planning for funds and budgeting. Allocation of the funds to franchisees & players, payment of
wages, etc. are the financial activities. These revenues generated from sponsorships and other
activities fall under the Central Pool, 40% of which will go to IPL, 54% distributed to franchisees
and 6% to prize money. The money will be distributed in these proportions till 2017, after which the
share of IPL will be 50%, franchisees 45% and prize money 5%.

HUMAN RESOURCE MANAGEMENT

• One can imagine how much human capital is required to make this event a happening.

• BCCI has been efficient and effective organization for managing the human resource. Labors like
grounds men, security guards, Managers and other human factors everyone has been given the
special attention and has been managed effectively by BCCI.
• One can’t deny the relationship management is the important aspect in today’s business scenario,
there is no need to give any explanation on BCCI’s relations with all parties involved in the IPL.
 CHAPTER -2
RESEARCH METHODOLOGY
Research Methodology

This chapter presents an outline of the methods and techniques for the design of instruments and the
collection of data for the research. This includes the objectives of the study, source of data collection,
sampling plan, data collection tool, limitation of the study and the scope of the study.

OBJECTIVE
• To study the elements involved in sports marketing.
• To analyze the manner in which the shortest form of cricket is marketed by BCCI.
• To study the business behind this particular format and how the corporate companies can make
money through sports.

SOURCES OF DATA COLLECTION

• Secondary Data Sources: Secondary data means data collected by someone else earlier. In this research
sources of secondary data are Government publications, websites, books, journal articles, etc. In this research
project books, articles and websites were used refer bibliography for the detailed information.

SCOPE OF THE STUDY

• This study analysis the business respects of IPL cricket matches conducted in India
• It compares 2018 with 2017 IPL therefore comparing the progress.
• The project reflects light on the future trends expected IPL in India,
• It compares the IPL to other world leagues and states why it stands out.
ADVANTAGES OF IPL

• Entertainment Medium For The Masses

The cricket match provides an adrenaline rush in the body and one cannot move his/her eyes from the TV. box especially in
the last two-overs. The twenty20 leagues are short and thus the excitement further increases. In IPL, teams are divided on
the name of Indian states which makes people watch it, as a way of showing support and cheering for their own state.

• Platform To Enhance New Cricketers

The IPL comprises of all kinds of cricketers, the retired ones, the newly became ones, the currently-popular ones and the
currently unpopular ones. Here, the new cricketers get an opportunity to work with the experienced cricketers and improve
the quality of their game. They get a chance to learn well and shape well.

• Adds Revenue To The Economy

IPL league provides immense employment opportunities such as the job of cricket columnist, umpires, costume designers for
all teams, police guards to protect the players, etc. The money received by selling the tickets is also a large sum.

• Brings The Cricket World Closer

This league is inclusive of cricket players all over the globe. This makes it very diverse and when players of various countries
play together there would be an amalgamation of culture, values and learning. This makes people more open minded and
brings different groups closer.

DISADVANTAGES OF IPL

• Game Of Money

This league selects its players through auction, which should be called as selling of players. The players play for the money and
the owners of team also aims at earning. Many of the owners and players of IPL have been arrested on the charges of holding
black money as well. It can be recalled with the examples of CSK and RR.
 • Understanding The Techniques

Players of different countries play and live together which reveals a lot about their playing techniques to one
another. These techniques can be used by the opponent in the international matches while playing.

• Makes The Players Weary

The ongoing international matches and then a two months series makes the players fatigue and tired. This
might affect their performance in the international cricket.

• Wrong Scheduling Of The League

This league takes place in the month of April and May which are very hot months of the year in India. The
players face health issues due to the heat of scorching sun, especially in Rajasthan. The sun make players
perspire more than usual and may make them feel drowsy. This scheduling is not done by considering that
people from all the countries would be able to participate, as often international tours take place when IPL
occurs.
 CHAPTER -3
SWOT ANALYSIS
STRENGTHS

• The Indian Premier League (IPL) is based upon the Twenty20 cricket game which should be
completed in 2 ½ hours. That means that is fast-paced and exciting, and moreover it can be
played on a weekday evening or weekend afternoon. That makes it very appealing as a mass
sport, just like American Football, Basketball and Soccer. It is appealing as a spectator sport, as
well to TV audiences.
• The IPL has employed economists to structure its lead so that revenue is maximized. The more
unified the sport, the more successful it is.
WEAKNESSES

• Twenty20 has been so popular that it could replace other forms of cricket i.e. damage the game
that generated it.
• Some fans will also have to pay for travel to the ground. There may be large queues for the
most popular games. There may be some distance between where the fan lives and the cricket
ground.
• Stakes are very high! Some teams may not weather short-term failures and may be too quick to
get rid of key managers and players if things don't go well quickly. Famously, Royal Challengers
Bangalore (RCB) sacked their CEO Charu Sharma for watching his team lose 6 from their first 8
games.
• Some teams have overpriced their advertising/sponsorship in order to gain some short-term
returns (e.g. Royal Challengers), and some sponsors and are moving their investment the more
reasonably priced teams.

OPPORTUNITIES

• Since it has a large potential mass audience, IPL is very attractive as a marketing
communications opportunity, especially for advertisers and sponsors.
• The league functions under a number of franchises. Each franchisee is responsible for
marketing its team to gain as large a fan-base as possible. The long-term success of all of the
franchises lies in the generation of a solid fan-base. The fan-base will generate large TV
revenues.
• Different fans will pay different amounts to watch their sport. There will be corporate
hospitality, season tickets, away tickets, TV pay-per-view and other ways to segment the
market for the IPL.
• There is a huge opportunity for merchandising e.g. sales of shirts, credit cards and other fan
memorabilia. Grounds can also sell refreshments and other services during the games
• Marketers believe that the teenage segments need to be targeted so that they become the long-
term fan-base. Their parents and older cricket fans may prefer the longer, more traditional
game. The youth market may also impress on their parents that they want them to buy their
club's merchandise on their behalf - as a differentiator or status symbol.
• Franchise fees will remain fixed for the up until 2017-18, which means that the investment is
safe against inflation which is traditionally relatively high in India.
THREATS

• The level of competition that the Board of Control for Cricket in India (BCCI) can generate
determines long-term viability of the league. If the level of competition drops, then revenue will
fall. For example, if the top names in cricket cannot be attracted to India, the appeal of the game
will fall. Often getting hold of the big names is a problem - Australian domestic cricket runs
concurrent with the IPL and if players move form Australia to India to follow the money then
their domestic game will be hit. This is known as 'Free Agency.'
• If the franchisee's fan-base does not generate income then they may not have the cash to pay
the salaries of the best players. However, if you invest in the best players and they do not win
the trophies, then you may not see a return on your investment. It won't be a quick return on
investment - so owners need to be in it for the long-term.
• Franchises are very expensive. The most expensive franchise - Mumbai Indians - was bought by
Mukesh Ambani for $111.9 million, whereas the lowest priced franchise - Rajasthan Royals was
picked up by Manoj Badale for a mere $67 million.
 CHAPTER-4
FINANCIAL PERSPECTIVE
❖ OPENING DOORS TO NEXT BIG MEDIA MOVEMENT

Indian Premier League ushers in a new era of marketing of sports in India. We take this opportunity to
analyze IPL and compare it with leagues like EPL and ICL (Indian Cricket League).

IPL- already a US$2bn property, is essentially an attempt to sell cricket as a reality show. Creation of club
culture – would be key to its success. Nevertheless IPL provides a new entertainment genre which cuts
across classes.

Some of the franchisee would look at IPL as a means to promote their brand (UB group) while the others
would look it as a financial investment e.g. (India Cements).

The concept is yet to evolve and revenues streams though difficult to predict would be numerous. Our belief
is that the three successful teams could easily do revenues of Rs3bn per year in the next three-four years and
all the teams are likely to turn profitable after two three years. Their OPMs could range from 15-20%.

❖ BROADCASTING ANGLE

The BCCI created history when it sold television rights to star in 2016–World Sports consortium for 16321cr
However, of this
US$5.02bn to be spent by star on promoting the event over the next 10 years. This brings down the actual
cost to US$918mn. Of this US$918mn, Sony has to pay US$316mn for rights of broadcasting for the first
five years, and then pay US$608mn – if this format has been remunerative in the first five years. In the first
year, payouts are not dependent on TRPs. However, TRPs would drive payouts from the second year. The
franchisee have a share of 80% in the first year decreasing to 60% in the fifth year of broadcasting rights and
the balance would go to IPL. There is an overall cap of US$918mn on the rights which can be shared with
the franchisees.
BALANCE SHEET

IPL committee had devised the sources of revenues for franchises also the Expenses were chalked out. IPL
had given a whole proposal to attract the Franchises

Sources of Revenue

1. Sponsors: Everything that crosses the boundary rope and enters the field has a price tag, ranging from a player’s
bat to the bails on the stumps. Sponsors are the real source of income in the Indian Premier League. Teams have
sponsors for everything. There are the main sponsor, a jersey sponsor and even a sleeve sponsor which is their main
source of income.

2. Media Rights: More than the teams, it is the BCCI that makes money from the media rights. Currently, Sony
holds the broadcasting rights for IPL while Star has the online streaming rights. However, the teams have come up
with separate shows like Knight club for KKR which are being shown separately.

3. Tickets: Another major source of income for the IPL teams are tickets. Just like any other major sports event, the
IPL teams also depend largely on their fans for revenue. It is one of the most watched leagues across the world with
full houses on most occasions. Since each team has 7 home games, they have a fair opportunity to generate money.

4. Brand Value: Brand value adds a lot for the team. If you have star players like Virat Kohli, MS Dhoni or AB de
Villiers in your team, you have a better chance of attracting the brands and investors. Similarly, Bollywood stars
like Shah Rukh Khan and Preity Zinta also add a lot in that aspect along with business leaders like Keshav Bansal
and Neeta Ambani.

5. Prize Money: The prize money for winning the Indian Premier League is RS 15 Crores which doesn’t sound too
much given that a team like Rising Pune Supergiant spent Rs 14.5 crores on a single player like Ben Stokes.
However, it is certainly a medium to generate revenue for the winners as well as runners up. If a team does well
over a period of time, it is likely to make good money from prize money.

Expenses
FRANCHISEE FEE: The two big expenses incurred by Franchise are player costs and the franchise fee
paid to IPL. The franchise fee will be payable in equal sums over a 10 ‐ year period. For instance, if a
franchise is to pay $100 million to IPL, he will pay $10 million every year to IPL.

PLAYER ACQUISITION COST: The player costs were determined in the auction. The franchisee has to
pay players who are available even if they are on the bench. Players have a three‐year contract with the
franchise that bought them but they can be traded at the end of the first year between the franchisees.

STADIUM HIRE CHARGES: The franchisees also have to pay for the use of the stadiums for which they
have to enter into contracts with the local association. For instance, the Kolkata franchisee will have to pay
the Cricket Association of Bengal for the use of Eden Gardens.

OTHER EXPENSES: There are also other marketing costs such as events for
promotion of the team, star ambassadors, and so on, which the franchisees
have to bear.

CHAPTER -5
IPL –2016 VS IPL-2017 VS IPL-2018
FROM VIEWER PERSPECTIVE
SHARE OF VIEWERSHIP

Data Interpretation: Though the viewership had not increase from 2016 to 2017 but there
is a gradual increase in the viewership since 2017 from 1% to 3%.

VIEWERSHIP BY AGE GROUPS

VIEWERSHIP BY GENDER
VIEWERSHIP BY NCCS

Impact of IPL on TV Viewership

Contribution of sports genre to Total TV

ADVERTISERS AND BRAND BROADCASTING

Through this chart we can see in 2018 advertisement and brands made a huge growth.
CHAPTER-6
 POTENTIAL FUTURE

Future Opportunities for IPL Twenty20 Cricket

Women IPL- The women’s participation in the IPL is set to become a three-team affair spread over
seven to 10 days with the Committee of Administrators (CoA) mulling an expansion this year
.
Player trading: In the IPL trade window, players can be sold for many times the
cost at which they were acquired.

Gate fees: Gate fees can increase significantly if the IPL

takes off in a big way.

Franchise sale: A franchisee has the option to sell out. This

could lead to a windfall.

Franchise forever: The franchise fee is for the first 10 years, after which
franchisees continue to own the teams for perpetuity.

Potential Downsides of IPL

Not enough eyeballs: Sony‐WSG and the franchises could suffer losses if IPL fails to wins over spectators
and viewers, and draws a critical mass.

Not enough star players: Constant availability of top overseas players may not be possible due to growing
number of international Cricket tournaments.

Other tournaments: Potential viewership threat if the ICC decides to hold an annual international
Twenty20 cricket championship.

Ad blues: Recession and change of venue could affect plans of potential advertisers.

Game pull: Business prospects may be affected if the franchisees fail to create a loyal fan following in their
turf.

RISKS TO IPL

Though IPL seems to be going from strength to strength, it does face some risks:

• Success of any league depends on it remaining competitive. The cap on the amount of money that can be spent
on the players can be raised or removed, making it easy for the teams with deep pockets to corner the best
players.

• Any reduction in the maximum number of international players will adversely affect the IPL.

• Success of IPL may prompt other countries like Australia to organize similar events, whose schedules could
conflict with IPL. This would pose a risk to the participation of top international players.

• Lack of co‐ordination with ICC may lead to conflict between IPL’s schedule and other international matches.
 CHAPTER -7
IPL AUCTIONS 2022
A total of 351 cricketers will vie for 70 available slots in the eight Indian Premier League (IPL) teams at
the IPL 2022 Players' Auction scheduled on December 18 in Jaipur.
While 1003 players had initially registered, the final list has been pruned after the franchises submitted their
shortlist of players.
Here's a break-up of how much each franchise has in their auction purse and how many slots are
available for them to fill:

Chennai Super Kings

The defending champions have retained almost the entire squad with which they had won their third
IPL title in 2018. CSK have just two slots remaining to fill in the auction after retaining 23 players from
the last season. Both the available slots are for Indian players and the three-time champions have Rs
8.4 crore in their purse to bid for them.
No. of retained & traded players: 23
Available slots: 2 (Indians 2, Overseas 0)
Total purse available: Rs 8.40 crore

SUNRISERS HYDERABAD
The 2016 IPL champions have five slots available to fill in the auction. They retained 17 of their core
players from last season and traded in three players in exchange of India international Shikhar Dhawan.
Sunrisers had a great run in 2018, after topping the final league standings they finished runners-up to CSK.
They have Rs 9.70 crore to buy a maximum of three Indian and two overseas players.
No. of retained & traded players: 20
Available slots: 5 (Indians 3, Overseas 2)
Total purse available: Rs 9.70 crore

KOLKATA KNIGHT RIDERS

The two-time champions KKR will be looking to boost their squad strength after failing to reach the summit
clash in 2018. They have retained 13 players from last season and will be bidding for a maximum of seven
Indians and five overseas cricketers in the upcoming auction. Last year's third-place finishers have Rs 15.20
crore in their purse for the auction.
No. of retained players: 13
Available slots: 12 (Indians - 7, Overseas - 5)
Total purse available: Rs 15.20 crore

RAJASTHAN ROYALS
Rajasthan Royals, along with CSK, returned to the IPL after a two-year ban last year, and they finished a
creditable fourth. Royals have retained 16 of their core players from the 2018 season and have nine slots
available to fill in this auction. They have Rs 20.95 crore in their purse to buy a maximum of six Indians and
three overseas players.
No. of retained players: 16
Available slots: 9 (Indians - 6, Overseas - 3)
Total purse available: Rs 20.95 crore

MUMBAI INDIANS
Three-time champions Mumbai Indians finished a disappointing fifth in the 2018 standings. Despite that
they have retained 17 players from last season and traded in Quinton de Kock from RCB. They still have
seven slots to fill, six Indians and one overseas player, and have a purse of Rs 11.15 crore left to spend in the
auction.
No. of retained & traded players: 18
Available slots: 7 (Indians - 6, Overseas - 1)
Total purse available: Rs 10.65 crore

Kings X1 Punjab
Kings XI Punjab, who finished second from the bottom last season, retained the least number of players (10)
from their 2018 squad. The have 15 slots to fill from the auction and they have Rs 36.20 crore in their purse
to do so. 11 of their available slots are for Indian players.
No. of retained players: 10
Available slots: 15 (Indians - 11, Overseas - 4)
Total purse available: Rs 36.20 crore

DELHI CAPITALS
Last season's wooden spoon-holders recently changed their name from Delhi Daredevils to Delhi Capitals
and must be hoping it brings a change of fortunes this time around. After retaining 14 players, they traded
three players to bring back senior India batsman Shikhar Dhawan from Hyderabad. They have Rs 25.50
crore in their purse to fill their remaining 10 slots in the team.

No. of retained & traded players: 15

Available slots: 10 (Indians - 7, Overseas - 3)
Total purse available: Rs 25.50 crore

Royal Challengers Bangalore

The star-studded Royal Challengers Bangalore team again kept their star quotient intact by retaining 15 of
their core group. The Virat Kohli-led RCB team failed to deliver once again last year and finished sixth in
the eight-team tournament. They have 10 slots available to fill in this auction with Rs 18.15 crore in their
kitty.
No. of retained players: 15
Available slots: 10 (Indians - 8, Overseas - 2)
Total purse available: Rs 18.15 crore
 CHAPTER-8
CONCLUSION

CONCLUSION
• IPL proved that a good vision, well activated can create magic. To think that IPL is a marketing
success or that it succeeded because it mixed Bollywood and cricket is sheer over simplification.
• IPL was just waiting to happen. It gave viewers everything soaps should be giving, plus it gave
cricket. It broke the false barrier of patriotism and gave viewers a reason to like the sport for itself. It
celebrated the spirit of sports when players who have fiercely competed against each other and who
had barely met each other until a few weeks before the start of the tournaments were performing in
the field as if they have forever been a team.

• It had heroes who fell, under dogs who became heroes, shame faced icons, glamorous fans,
cheerleaders, scandalous ex‐stars fighting to redeem themselves, doubts, suspense, a nail biting finish
and victory of the underdog. What more do you expect from entertainment? This was TV and sports
at their glorious best.

• IPL is a winning formula, its marketing and crisp timing being it’s USP.

• It has a potential to beat the prime time TV shows as is evident from the views of the people.

• IPL has the potential of creating value for the Indian economy.
 BIBLIOGRAPHY

WEBSITES
• www.iplt20.com
• www.wikipedia.com
• www.cricinfo.com
• www.scribd.com
• www.managementparadise.com
• https://www.mystudycorner.net/ipl-indian-premier-league-advantages-disadvantages-essay-
article/
• www.espncricinfo.com
• https://www.msn.com/en-in/sports/cricket/20-biggest-ipl-controversies/ss-BByZvpX
• https://www.hindustantimes.com/cricket/ipl-2018-news/?pageno=3
• www.sports.ndtv.com
• www.indiaexpress.com
• https://www.mbaskool.com/brandguide/sports-teams-and-events/1736-indian-premier-league-
ipl.html
• https://www.marketing91.com/swot-ipl/
• http://www.ibscdc.org/Case_Studies/Strategy/Business%20Models/BMS0068.htm

• www.dailynewsandanalysis.com

ARTICLES
• IPL 2019 Auction: Who got whom, Times of India Dec 19, 2018
• It will be a loss for India cricket’ –Pakistan ban broadcast of IPL matches, Hindustan Times 22
march 19
• Shah Rukh Khan wins Wankhede was, cops says he was not drunk, India Today, 5 octuber 2016
• Sledged Sachin, slapped by Bhajji , Hindustan Times, 26 March 2016

BOOKS
• IPL and Inside story by Alam Shrinivas
• Marketing management by Philip R.S.N & E.T al , Publisher: S Chand & Company