IPL cricket or marketing success

Name Roll No.
Abhishek Prabhakar 6
Ashwini Jaisingpure 8
Avanish Tripathi 27
Gaurav Thakkar 17
Glancy D’silva 23
Jinesh Dedhia 1

Contents
 IPL introduction
 IPL Model
 Revenue model of IPL
 Marketing Mix
 Financials of IPL
 Comparison of IPL and other
tournaments
 Introduction of Strategic timeout
 SWOT Analysis of IPL
 What makes IPL cricketing success?
 Why IPL is marketing success?
 Role of foreign players in IPL’s
success
 Competitors to IPL
 Controversy of ICL and IPL
 Controversy in IPL
 Effects of controversy on IPL
 Dark side of Cricket
 Conclusion

IPL Introduction:
 The Indian Premier League (IPL-currently known as the Pepsi Indian
Premier League for sponsorship reasons) is an annual Indian
Twenty20 cricket tournament, founded in 2008 by the BCCI. It is
contested between eight franchise teams representing various
Indian cities. The tournament is conducted in India between April
and June.
 IPL is the most-watched Twenty20 league in the world and in 2010,
became the first sporting event to be broadcast live on YouTube.
The brand value of 2014 Indian Premier League was estimated to be
around US$7.2 billion.
 The IPL is currently supervised by BCCI Vice-President Ranjib
Biswal, who serves as the League's chairman and Commissioner.
Sundar Raman has been the IPL chief operating officer (COO) since
its first season in 2008.

Marketing Reach for IPL 2015
 Total Mentions of IPL 8 season on Social Media till date is 1,86,569 and 88.55% on Twitter!
 Gender Distribution: 85% Male & 15% Female
 Sentiment: Neutral –89.35%, Positive –9.85%, Negative –0.80%
 Buzz of #IPL8 in last 9 Days on Twitter –69K
 Buzz of #PEPSI IPL in last 30 Days on Twitter –109K
 The official Page of IPL on Facebook has increased its fan base by 400K this season
 KKR is the favorite team on Facebook with 11 Million Fans
 IPL official profile has 2.5 Million Followers on Twitter!
 CSK is the favourite team with 1.4 Million Followers on Twitter
 1 Lakh views of IPL 8 Opening ceremony promotion video on Youtube!
 52,778 Followers on Instagram
 1 Million Followers on Google +

 The model is both profit and entertainment driven. Profit comes from the audience who
watch the matches on TV and in stadiums. A number of entities and process are involved in
the business model. These include players, teams and franchises, infrastructure, the actual
game play, models and cheer leaders, revenue flows and games allocation.
 Unique selling points - USP indicate the main points that have made the game popular. As
seen in section 1.4, a number of cricket tournaments are played in India, however, IPL games
have consistently gained very high response and tickets are 'sold out' in a few minutes of the
counters opening. There is also the element of glamour with top Indian movie actors and
business leaders being franchisee holders. The presence of cheerleaders from West also
adds to the glamour.
 The game is very fast and keeps the audience entertained. Hence, the business model is a
combination of glamour + beautiful girls + fast game. Following figure illustrates the business
model.

 The first auction for 8 teams fetched BCCI $723.9 Mn. However the popularity of
the league can be gauged from the fact the second auction for 2 teams fetched
BCCI $703 Mn. So in order to understand what is luring all the corporate to this
tournament, we need to understand the financial model of this league. The broad
heads under which the revenues and expenses can be categorized into are as follows:
Revenues Expenses
Television Rights Franchisee Fee to IPL
Central Sponsorship Player Acquisition Costs
Team Sponsorship Stadium Hire Charges
Gate Receipts Marketing Costs
In-Stadia Advertising

Sources of Revenue:
Television Rights: On 17 January 2008 it was announced that a
consortium consisting of India's Sony Entertainment Television
(Set Max) 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. The initial
plan was for 20% of these proceeds would go to IPL, 8% as prize
money and 72% would be distributed to the franchisees from 2008
until 2012, after which the IPL would go public and list its shares.
However, in March 2010, IPL decided not to go public and list its
shares. Sony-WSG then re-sold parts of the broadcasting rights
geographically to other companies.

Central Sponsorship: For first five years, the title
sponsorship fee of $50mn was paid by DLF which would be shared
by all the franchisees. The other sponsors include
Hero Honda (Sponsorship amount: $22.5 million)
Pepsi (Sponsorship amount: $12.5 million)
Kingfisher (Sponsorship amount: $26.5 million)
IPL will retain 40 per cent of this and the balance 60 per cent
will be shared between the franchisees equally.
In November 2012, Global beverage giant PepsiCo has bagged
the IPL title sponsorship rights for the next five years (2013-
17) for Rs 396.8 crore ($71.77 million approx), almost double the
original title sponsorship deal done in 2008. Along with PepsiCo,
the only other contender for the title sponsorships rights was
Airtel, an Indian telecommunications company, who bid Rs 316
crore ($57.27 million approx). For the next five years the
tournament is to be called Pepsi-IPL.

 Team Sponsorship: In addition to the central sponsorship, the teams
can generate sponsorship in their individual capacity. For instance,
Nokia is the team sponsor for Kolkata Knight Riders while Aircel
sponsors Chennai Super Kings. This revenue will remain wholly with
the franchisees. Some teams such as Mumbai Indians have multiple
sponsors in MasterCard, Bajaj Allianz and Royal Challenge, all of which
are endorsed on team jerseys.
 Ticket Sales: The final revenue generator is the ticket sales. Each
of the franchisee have been guaranteed 7 home matches and the
revenue that they can generate from ticket sales will be distributed
in the ratio of 80:20 with IPL
 Other sources: There are also other smaller revenue sources such as
from in-stadia advertising a part of which will go to the franchisee.

Expenses:
 Franchisee fee: This is one of the major expenses for all the teams.
Each franchisee has paid different amount ranging from $67 Mn to $
112 Mn. The franchisee fee will be payable over a 10 year period.
 Player acquisition cost: The player value is determined from the
auction. The franchisee will be obliged to pay the players even if they
are not playing. Players will be on a three year contract and trading
between the franchisees is allowed after each year in a pre defined
trading window.
 Stadium Hire Charges: The franchisee will also have to pay the local
association for the use of the stadium
 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.

Marketing Mix
 Product: 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. It’s providing a
stage for many youngsters to show their performance & profitable
too to Advertisers and broadcasting channels.
 Promotion: When bollywood and cricket met, the result was IPL and it
was truly entertaining to see one’s 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.

 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.

Auction Rules:
 Squad rules:
 16 and 27 is the minimum and maximum limit, respectively, for the number of players in
each squad. In 2013, the upper limit was 33.
 A squad can have only up to nine foreign players (it was 11 in 2013).
 The rule of fielding at least seven Indians in the playing eleven has remained unchanged.
 An Under-19 Indian player will be eligible to play in the IPL only if he has played First
Class or List A cricket.
 Salaries, Contracts and Player Retentions:
 The salary cap for each franchise has been set at Rs. 60 crores, with an increase of 5%
each year for 2015 and 2016.
 The Indian players will be paid in Indian currency while the overseas players will be paid
in the currency of their choice at the prevailing exchange rate on the date of payment or
due date of contract.
 In terms of player retention, each franchise was allowed to retain five players from their
previous year's squad. A total of 24 players were retained by the eight franchises.

 The 'Joker Card' debut
 Adding more intrigue and excitement to the upcoming player auction, the IPL board has
introduced a new feature called the 'right to match' option, also known as the 'Joker
Card'.
 According to this feature, a team can bring back a player who was part of its franchise
last year but wasn't one of the players retained by them. A team can exercise this option
the moment a particular player is deemed 'sold' to another franchise. Once the player is
'sold', the auctioneer will give the old franchise a chance to use their 'right-to-match'
option, by which they can bring back the player with a matching bid amount.
 A clause to the retention system states that no team can retain or buy back (using Joker
card), more than four capped Indian players from their previous squad.
 Player retentions and budget breakdown
 A team has a total budget of Rs. 60 crores for their squad and spend as follows on each
player retained:
Rs. 12.5 crore for the first player.
Rs. 9.5 crore for the second player.
Rs. 7.5 crore for the third player.
Rs. 5.5 crore for the fourth player.
Rs. 4 crore for the fifth player.

Comparison of IPL with other tournaments
 Hero ISL was most watched tournament on TV after IPL In July last year, the
broadcaster also telecast the Pro Kabaddi League, which went on to become the
second-most viewed sporting tournament in the country after cricket with a
launch reach of 66 million and went on to have a cumulative reach of 435 million
throughout its tenure.
 STAR India's bet on non-cricket sports seems to be paying with the Hero Indian
Super League (ISL) recording a reach of 74.7 million on its launch day and a
cumulative reach of 170.6 million in the first week. These reach figures are
second only to the annual twenty-20 tournament of the Indian Premier League
(IPL).
 These are aggregated reach numbers across eight channels - STAR Sports 2
(English), STAR Sports 3 (Hindi), STAR Sports HD 2 (English), STAR Gold
(Hindi), STAR Utsav (Hindi), Asianet Movies (Malayalam), Jalsha Movies (Bengali)
and Suvarna Plus (Kannada).

 The tournament attracted traffic to the network's multi-sports digital platform
www.starsports.com with close to 800,000 visits each for the first two days. This is
80 per cent of the average IPL viewership on starsports.com, says the network. The
number of visitors to the site continued to grow as the League gained momentum and
recorded five million visits during the opening week.

Strategic timeouts – the introduction
 Cricket isn’t the first sport which has timeouts. Basketball has implemented the concept of
timeouts quite successfully, but this is a very fast-paced sport, something which cricket isn’t.
 In the 2009 season of IPL, the management introduced another mid-innings ‘break’ called the
‘strategic timeout’. In the middle of each inning, a seven-and-a-half-minute of television timeout
was held. It wasn’t well received as viewers argued that the flow of the game was unnecessarily
halted.
 The next change in rule came when the management scrapped the single break in each inning and
introduced 2 two-and-a-half minutes break in each inning. The first would be for the bowling
team, who can take it anytime between the sixth and eight overs, while the batting team get
their chance between the 11th and 16thovers.
 Going by the name (strategic timeout), these intervals are made to plan the game according to
the situation, but what change can happen to the course of the game by just two-and-a-half
minutes of contemplation? Well, the complexion of a T20 game can change with each and every
delivery, then why are these time-outs not employed in international T20 matches?
 The obvious reason being it costs one of the most valuable things in the world – time.
 T20 cricket is supposed to be a fast game. The teams sit behind the boundary line so that the
new batsman can come in faster – in 1 and a half minutes, rather than the 3 minutes of allotted
time in ODIs and Test matches. In this dynamic T20 cricketing world, even drinks breaks aren’t
allowed in between innings.

 Why these timeouts are there in IPL cricket alone? These ‘advertisement
breaks’ are one of the key revenue sources of the major money-spinning
tournament of the nation. CEAT Tyres has signed a 3-year strategic timeout
sponsorship deal for IPL for an estimate of Rs 12-15 crore per year starting
from the 8th season.
 Well, there should be an aim and a strategy for every team. But, in a game
where an inning lasts 90 minutes at the most, are two breaks really needed?
Don’t the coaches have enough time to put in place a plan before the match
and in the innings break?
 Fans get disappointed as well as a little over two minutes does not even allow
them to go to the food court to get something to eat, so they have to just sit
in their seats and watch teams drink water and get together in a huddle
talking – something which the crowd can’t hear.
 In T20, timeouts are taken by a team once the opposition has gathered
momentum and they want to put a stop on that. There have been quite a few
occasions when the momentum got reversed after the ‘strategic interval’.

 Other alternatives
 Strategic timeout is an innovative idea, but it carries both merits and demerits.
Timeouts are almost unavoidable now as 600 advertising seconds brings a great deal
of money to the Indian Premier League.
 A mandatory timeout of 3.5-4 minutes after the 12th over instead of 2 timeouts of
150 seconds each may probably be a healthier option, as it ensures a better flow of
the game. At the same time, the revenue stream isn’t impacted massively. It will
also give the coaches and captains of both teams a perspective as sometimes 6
overs is a little too less to gauge how a team is doing. 4 minutes also gives them
more time to explain their plan to the team and strategize accordingly.
 Another option is to make timeouts optional. Team captains must be given the
authority to call timeouts between the allowed overs, only if it seems necessary.
That can be a bit encouraging for the ever-crucified bowlers as when they have the
momentum, nothing will break the flow of the game at least till the end of 11th over.
 But the concerned authorities must make sure that these timeouts shall never
become too business-oriented as it may slay the competitiveness and entertainment
which makes the IPL what it is.

SWOT Analysis
Strength
 IPL is one the most popularly marketed and branded cricket sports
event globally.
 IPL was the first sports event to be broadcasted live on Youtube and
Indiatimes.
 Involvement of top international players, big corporate and celebrities
make IPL a popular rage amongst spectators.
 Brand IPL is predicted to bring over $1.6nbn to BCCI in 5-10 years
through sponsorships and TV Rights.
 IPL is sponsored by popular brands like DLF, Coca Cola, Samsung,
Maruti, TVS, Parle etc.
 Has an extremely high global reach and appeal amongst cricket fans.
 Involvement of international players has helped improve pool of local
players
Weakness
 Controversies like Team ownership disputes, media rights, suspension of
Chairman, spot fixing, scams, etc. caused problems.
 Conflicts with some other international cricket boards affected brand
image.
Opportunity
 Huge opportunity to leverage on popular brands through advertising,
merchandising.
 Huge cricket following can be tapped through advertising, involvement
of fans and cricketers.
Threats
 Gaining popularity of other sports amongst youth and excessive cricket
will reduce appeal amongst people.
 Govt regulations regarding security, taxation, policies etc.
 Emergence of similar tournaments in other countries.

What makes IPL cricketing Success?
 Its format: 20-20 overs which require only 3 to 4 hours time to finish the
match.
 Indian viewer's interest in Cricket- great fan following (eat, drink, sleep &
digested cricket attitude).
 It attaches International players almost all test cricket playing countries
which gives results in their fan following and vice-versa.
 Fairness and quality Play - Spirit of game (Till Death)
 Given a different regional representation to teams which covers entire India.
 Match timings in Afternoon & evening time as concern with India (Prime-time).
 Domestic players get the biggest platform to prove themselves and get a
chance to play for India. The few example for this are Karn Sharma, Axar
Patel, Sourabh Tiwary, Sanju Samson, comeback of Robin Uthappa and
Harbhajan Singh.

 Initially England Cricket Board was against this format and did not allowed its
player to perform in the IPL and put restrictions on its players. Later due to
success of IPL, it influenced ECB to not only allow its player in IPL but it will
also be the part of next years IPL edition in replacement of the team Delhi
Daredevil which is not performing since last two editions.
 Daredevils captain JP Duminy also said he was crestfallen at the decision, but
accepted it was for the best. "Obviously to be kicked out like this is a bit of a
blow," he said. "But as a South African I'm well used to leaving tournaments in
hugely disappointing circumstances. So I guess I'll get over it.“
 Domestic players get chance to get trained under the leadership of the great
players and coaches like Muttiah Murlidharan, Wasim Akram, Jhonty Rhoddes,
Ricky Pointing, etc.
 Smith said that his participation in the IPL has helped him improve his game
and taught him to adapt to different situations. “It’s a great tournament to
be involved in. I have to pay a lot ofcredit to the IPL for whereI am today,
particularly in one-day cricket “

Why IPL is Marketing Success?
 It was the first sporting event ever to be broadcast live on the popular video
sharing website YouTube.
 Sony/World Sport Group -Broadcast Rights 10 years at Rs 8700 crores.
 Highest brand value till date is around $4.13 billion (over Rs 18,000 crore) in 2010.
 According to global sports salaries review IPL is the second highest-paid league,
based on first-team salaries on a pro-rata basis, only second to the NBA league. It
is calculated that the average salary of IPL over a year is £2.5 million.
 DLF Group paid US$50 million to be the title sponsor of the tournament for 5
years from 2008 to 2013.
 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.
 Glamourous look to IPL (Cheergirls, strategic breaks, filmi Celebrity association,
presence on ground).
 Ownership of Franchisee given to Professional business tycoons like Ambanis, Vijay
Mallya, Nes Wadia and many more.

 Recently BCCI came up with the new idea of promoting IPL which was FAN
PARK and invited the public to watch IPL in a stadium like setting. For the
final which was kept in Nashik, 15,000 people turned up for the event. The
Pepsi IPL Fan Park was huge success in its inaugural year. Fifteen cities across
India hosted Fan Park with over 1.5 lakhs enthusiasts visiting them to
experience.
 In 2012, Soft drink giants Pepsi pipped leading telecom communications
provider Bharti Airtel to become the new title sponsors of the Indian Premier
League with a whopping winning bid of Rs 396.8 crores for the next five
seasons, starting 2013. The title-sponsorship contract was for a five-year
period and will end in 2017.
 In the first year itself IPL made a profit of Rs 350 crore, which was more
than BCCI’s profit of Rs 235 crore for all of 2007. In all, IPL brought revenue
of Rs.1,200 crore a year into cricket, more than double the government’s
entire sports budget of Rs 490 crore.
So from this figure we can imagine what type of commercial interest involved in
the IPL. Which combine with viewers interest gives IPL grand success, more
eyeballs.

Role of foreign players in IPL:
 A look at country-wise stats in a franchise-based tournament, and the IPL teams
which have most relied on foreign players.
 One of the key aspects of the IPL is the concept of putting together top-class
international players from different countries with domestic cricketers, some of
whom have hardly played much first-class cricket. For the foreign players, the
challenge is to live up to their top billing, and justify the amounts invested in
them, as also to get used to conditions that some of them may not be familiar
with. Players from some countries have been a bigger success than others, and
have greatly impacted the fortunes of their sides.
 It's obvious that overseas players are expected to contribute significantly, since
many of them are among the best in the business. Not surprisingly, the overseas
stars have put in plenty of game-changing performances. The top run-getter is a
foreign player in majority of the IPL editions, while the three best bowlers in the
tournament are all overseas ones – Dwayne Bravo, Lasith Malinga, Morne Morkel
and Sunil Narine.

 Among the various foreign players, the Australians and the South Africans
are the ones who've had the most impact on the IPL so far, with both bat and
ball. Australia didn't have a full presence in the early part of the IPL since
some of their players were away on tour to the West Indies, but despite that
they've scored the highest number of runs among foreign players, and taken
the second-highest number of wickets.
Year Name Team Matches Runs Highest Ave SR 100s 50s
2008 Shaun
Marsh
KXIP 11 616 115 68.44 139.68 1 5
2009 Matthew
Hayden
CSK 12 572 89 52 144.81 0 5
2010
Sachin
Tendulkar
MI 15 618 89* 47.53 132.61 0 5
2011 Chris Gayle RCB 12 608 107 67.55 183.13 2 3
2012 Chris Gayle RCB 15 733 128* 61.08 160.74 1 7
2013 Michael
Hussey
CSK 17 733 95 52.35 129.5 0 6
2014 Robin
Uthappa
KKR 16 660 83* 44.00 137.78 0 5
2015 David
Warner
SRH 14 562 91 43.23 156.54 0 7

Year Name Team Matches Wkts Ave SR Eco
BBI
2008 Sohail Tanvir RR 11 22 12.09 11.2 6.46 6/14
2009 RP Singh DC 16 23 18.13 15.5 6.98 4/22
2010 Pragyan Ojha DC 16 21 20.42 16.8 7.29 3/26
2011
Lasith
Malinga MI 16 28 13.39 13.5 5.95 5/13
2012
Morne
Morkel DD 16 25 18.12 15.1 7.19 4/20
2013
Dwayne
Bravo CSK 18 32 15.53 11.7 7.95 4/42
2014
Mohit
Sharma CSK 16 23 19.65 14.04 8.39 4/14
2015
Dwayne
Bravo CSK 17 26 16.38 12.07 8.14 3/22

Competitors to IPL:
 The Bangladesh Premier League (BPL) is a professional domestic Twenty20 cricket
tournament in Bangladesh which was established in 2012. The Bangladesh Premier
League replaced the previous competition, the National Cricket League Twenty20, and
features city-based franchises instead of the divisional teams which had participated
previously and continue to do so in other domestic competitions. The third season of
BPL might take place in November 2015.
 Ram Slam T20 Challenge of South Africa is the premier Twenty20 Cricket competition
in South Africa, first contested in the 2003–04 season. It was known as the Standard
Bank Pro20 Series from its inception to the 2010–11 season and the MiWay T20
Challenge for the 2011–12 season.
 KFC T20 Big Bash League is the Australian domestic Twenty20 cricket tournament,
which was established in 2011. The Big Bash League replaced the previous competition,
the KFC Twenty20 Big Bash, and features city-based franchises instead of the state
teams which had participated previously. The top two teams in the tournament qualify
for the Champions League Twenty20 tournament.
 Friends Life T20 of England: Previously known as the Friends Provident T20, this
cricket league is the successor to the Twenty20 Cup as the premier domestic
competition of England & Wales in the shortest format. It also replaced the Pro40
League, and hosted its first season in 2010.
 Caribbean Premier League of West Indies: This is an annual Twenty20 cricket
tournament held by the West Indies Cricket Board (WICB), established in 2013. The
major source of funding comes from Verus International and the first tournament was
sponsored by Limacol.

ICL Controversy:
Indian Cricket League:
 The Indian Cricket League (ICL) was a private cricket league funded by Zee
Entertainment Enterprises that operated between 2007 and 2009 in India. Its two
seasons included tournaments between four international teams (World XI, India,
Pakistan and Bangladesh) and nine domestic teams notionally located in major Indian
cities as well as the champions Lahore Badshahs who were based in Lahore, Pakistan.
The matches were played in the Twenty20 format. There was also a planned domestic
50-over tournament, but this did not eventuate. While its establishment pre-dated the
Indian Premier League, the ICL folded in 2009. Aside from commercial factors, the ICL
lacked the support of the Board of Control for Cricket in India and International
Cricket Council.
Controversy:
 BCCI Response: The BCCI refused to recognise the ICL as a cricket league, and
criticised Kiran More and Kapil Dev for joining the ICL. Kapil Dev's association with ICL
was seen by the establishment as a conflict of interest as he was also the chairman of
National Cricket Academy, a BCCI owned cricket facility. On August 21, 2007 Kapil Dev
was sacked from his NCA post. Subhash Chandra had earlier stated that the ICL will go
ahead regardless of the BCCI's stance. The International Cricket Council gave a
statement through its chief executive, Malcolm Speed, that the ICC would not
recognize the ICL unless the BCCI chooses to recognise it. The ICC looks at the ICL as
an issue to be sorted out by the BCCI. On July 25, 2012 Kapil Dev informed BCCI that
he had resigned from the ICL.

 Faced with the threat of young players joining the ICL, the BCCI jacked up prize
money for winners, runners-up and losing semi-finalists across all tournaments. An
average domestic cricketer can hope to make around Rs 35,000 per match day from
the season of 2007-08: more than double the Rs 16,000 they got in 2005-06. The
BCCI has also planned to do away with honorary selectors, who will be paid
professionals from September 2008 onwards.
 The BCCI started its own international Twenty20 league. The official league, which
launched in April 2008, is called the Indian Premier League Twenty20 cricket. The
league model is based on the franchise model of the National Football League and
Major League Baseball in the USA.
ICL takes BCCI to court:
 This section needs additional citations for verification. Please help improve this
article by adding citations to reliable sources. Unsourced material may be
challenged and removed. (May 2010)
 In August 2007, the ICL filed a petition against the BCCI in the Delhi High Court
accusing the BCCI of threatening and intimidating them and other state
organisations, and asked the court to stop BCCI from interfering with its attempts
to sign up players for its tournaments. It also petitioned that the BCCI stop trying
to "out-hire" cricket stadiums in India that are owned by the state governments, in
anti-competitive attempts to stop the ICL from using them to play matches.

 On August 27, 2007, the Delhi High Court ruled in favour of the ICL. In its
ruling, the Delhi High Court said that players should not suffer in the battle
between corporate giants. The court has issued notices to all corporate
sponsors, the state cricket associations & the BCCI against terminating valid
contracts of players joining the ICL.
 The Monopolies and Restrictive Trade Practices Commission (MRTPC) of India
had asked its Director-General of Investigation to do an initial investigation
into the BCCI's action against players who had joined the ICL. The
investigation was based on media reports of the BCCI giving an open
statement that it will ban players who join ICL. It was also reported in the
media that all state associations, under direction from the BCCI, have
cancelled contracts with players..
Pressure on Players from Other National Organisations
 In considering rejoining the ICL former England wicketkeeper Paul Nixon was
said to have put his career in jeopardy because any player that signs up with
the ICL, which does not have official status from the International Cricket
Council, risks losing their registration.
 The addition of a new team from Dhaka in Bangladesh, consisting largely of
Bangladesh internationals caused more controversy as the cricket board of
that country banned the players for 10 years for joining the 'rebel' ICL.
Faced with the departure of so many players the board appealed to other
Bangladeshi players to reject the new ICL team, stay loyal to the board and
embrace the opportunity to play for their country.

The Downfall of the ICL
 The future of ICL has become dark when BCCI allowed ICL players to play
international matches. Since then many ICL players have returned to their
national team including famous players like Shane Bond (now retired) and
Abdul Razzaq.
 BCCI after seeing the success of ICL wanted to start their own league called
"IPL". So, BCCI didn`t miss any chance to stop the league by banning players
and stadium associated with ICL.
 Shortly before the conclusion of the inaugural tournament, the ICL announced
its plans for expansion, which include a fifty over tournament in February
2008, and the expansion of the ICL Indian Championship to eight teams for
the second tournament, due to be held in September and October 2008.
 A similar initiative has been launched in United States by the PayAuto Mata
group but details have yet to emerge.
 In October 2008, the promoters of the ICL, Zee and its parent company Essel
Sports Pvt. Ltd, had applied for trademark registration of T20 under Class 28
of the Trade Mark Rules, 2002.

The end of ICL
 The ICL has now come to an end after all its players dropped out. This was
because of the offer of amnesty given by BCCI to players choosing to leave
the ICL.
Broadcasting Ban
 In November 2008, the Bangladeshi government set a ban on the broadcasting
of live matches of the ICL on the private held Diganta TV channel in the
country. This would extend to the ICL World Series featuring the country's
national team.

Controversy in IPL
The Indian Premier League has always been about three Cs - Cash, Cricket and
Controversies. Ever since it started in 2008, there has been an abundance of all
three. While cash and cricket were the essence, controversies just happened.
Stung by Spot-fixing claims:
 On 14 May 2012, an Indian news channel India TV aired a sting operation
which accused 5 players involved in spot fixing. The BCCI immediately sprang
into action and banned five players - Shalabh Srivatava, TP Sudhindra,
Abhinav Bali, Mohnish Mishra, Amit Yadav - from all forms of cricket pending
an inquiry for which a committee has been set up that will submit its report in
15 days. The sting operation also allegedly revealed that players were ready to
negotiate outside the IPL system and the franchises are allegedly ready to
pay extra money under the table. On 16 May 2013, 3 players of Rajasthan
Royals were arrested by Delhi Police on charges of spot fixing. The three
players were Sreesanth, Ankeet Chavan & Ajit Chandila. All three Players
were suspended by BCCI.

 On 24 May 2013, Gurunath Meiyappan, a top official of the Chennai Super Kings
franchise and son-in-law of former BCCI president N. Srinivasan was arrested in
Mumbai by Mumbai Crime Branch in connection with illegal betting.
 On 25 March 2014 Supreme Court of India told N. Srinivasan to step down from his
position on his own as BCCI president in order to ensure a fair investigation, else it
would pass verdict asking him to step down.
SRK scuffle at Wankhede:
 Bollywood superstar Shah Rukh Khan has been handed a five-year ban from entering the
Wankhede Stadium by the Maharashtra Cricket Association. The association has
charged him with voluntarily hurt and criminal intimidation of stadium staff during an
argument on Wednesday night after a Kolkata Knight Riders and Mumbai Indians match.
The MCA alleged that Shah Rukh was drunk.
 The actor admits he used abusive language but says he was provoked by security
personnel pushing and touching his children and their friends. He has also denied that
he was drunk and instead has countered that he was bullied by the MCA officials who he
says were high-handed.
Harbhajan slaps Sreesanth:
 It happened in the very first season of the IPL and perhaps was the first controversy
of this tournament. In April 2008 at Mohali, after a match between Mumbai Indians
skipper Harbhajan Singh slapped Kings XI Punjab pacer Sreesanth.

Termination of Kochi team:
 Kochi Tuskers Kerala team had a tumultuous start and a tormented end in the IPL.
After a controversial entry into the cash-rich T20 league, that also saw cabinet
minister Shashi Tharoor vacate his post, the Kochi team failed to sustain. Its contract
was terminated in September by the BCCI for breaching its terms of agreement. The
trigger for the decision was the franchise's inability to furnish a new bank guarantee
for 2011.
Sacking of Lalit Modi:
 On 25 April 2010, the BCCI suspended Lalit Modi, the IPL chairman, for "alleged acts
of individual misdemeanours". The suspension notice was served on him by Rajeev
Shukla, BCCI vice-president, and N Srinivasan, the board secretary, sending an e-mail
to the same effect. It followed a day of negotiations with interlocutors attempting to
persuade Modi to resign but pre-empted a potential flashpoint at a scheduled IPL
governing council meeting, which Modi had said he would attend. Modi was officially
barred from participating in the affairs of the Board, the IPL and any other
committee of the BCCI. Minutes before the presentation ceremony of the 2010 IPL
final, Lalit Modi, who conceived the idea of this tournament and made it a huge
success, was sacked as the IPL commissioner for alleged misappropriation of funds. A
legal case was filed against him

Pune Warriors withdrawal:
 On 21 May 2013, the IPL franchise Pune Warriors India (PWI) announced its
withdrawal from IPL. PWI had failed to pay the full franchise fee for the 2013 year.
With the BCCI en-cashing the bank guarantee, the Sahara group, which owns the
franchise, decided to pull out of the league, which was at the time rocked by the spot-
fixing scandal.
Effects of Controversy on IPL:
 Brand IPL poorer by USD 750m.
 A study by Brand Finance revealed:
 IPL brand valuation down to $2.92 billion from $3.67 billion in 2011
 The combined trademark value of all the franchise also decreased.
 Down to $ 321.12 million dollar from $355.22 million in 2011.
Source: The economic times

SYMPTOMS OF FALLING BRAND VALUE
 Revenues plunged 25% to Rs. 750 crores from Rs. 1,000 crores during IPL4.
 One third of the ad-spots remained unsold during the 53-day event.
 MSM sold the spots for Rs. 10 lakh per ten sec against the Rs. 15-18 lakh in 2011.
 No brand participation by mobile, automobiles and consumer durable companies.
 Opening six matches saw a TVR of 3.76 during IPL5; compared to 4.63 during IPL4.
 Cumulative viewership has fallen to 90.1 million from 101.77 million during IPL4.
Brand Value of IPL:
0
1
2
3
4
5
2009 2010 2011 2012 2013 2014 2015
Amount in USD millions
Amount in USD millions

Dark side of Cricket
 Opting for Private Equity.
 In EPL football, the putative model for the IPL, the American owners of
Manchester United and Liverpool have both used their clubs' assets as
financial leverage in other sections of their corporate empires, and reaped
the wrath of the fans. The same is the case with the owners of franchises in
the IPL.
 The shameless power of money will shape cricket’s destiny.
 The ICC "will be empowered not by self-centred countries but by businessmen
with high expectations" who are "free from impossible responsibilities and the
petty politicking" that mars international cricket.
 The change from patronage to ownership will prove a giant step.

Conclusion:
 Show me the Money: Money and Opulence rule at the IPL.
 India Shining: IPL is a total win-win for India.
 The Best The World Has To Offer
 Metros going Global: IPL teams are homogeneous yet heterogeneous.
 Changed But Rooted: Cricket has evolved - from tests to ODIs to 20-20s &
now to league. Yet, there is heritage, tradition & familiarity.
 Fast and Furious: IPL is instant gratification.
 Page 3 Is The Way To Be: IPL has just the right mix of Bollywood and Cricket.
 Desperately seeking Entertainment: IPL is a great new hangout.
 Media Make the Man: IPL has provided the media with all the big bucks and
glamour which makes for great coverage.
 Ready for a change: IPL offered a whole new experience & India was ready to
give it a try.

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