ipl
TRANSCRIPT
TY.BMS Analysis of marketing strategy in promotion of Indian cricket
Kandivali Education Society’s
B.K.Shroff college of Arts
&
M.h.Shroff College of Commerce
Bhulabhai Desai Road, Kandivali (w), Mumbai-67
Project Report On
Analysis of marketing strategy in promotion of Indian cricket
Submitted by
ASHLEY SEQUEIRA
TY.BMS SEM- V
Submitted to
University Of Mumbai
Project Guide
Prof. Umadevi Naidu
Academic Year
2010-2011
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
Kandivali Education Society’s
B.K.Shroff college of Arts
&
M.h.Shroff College of Commerce
Bhulabhai Desai Road, Kandivali (w), Mumbai-67
CERTIFICATE
This is to certify that ASHLEY SEQUEIRA of TY.BMS has successfully completed a project on Customer Satisfaction for the semester under the guidance of the Prof. Umadevi Naidu during the Academic year 2010-2011
Co-ordinator Project Guide Principal
Internal Examiner External Examiner
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
College Seal
Kandivali Education Society’s
B.K.Shroff college of Arts
&
M.h.Shroff College of Commerce
Bhulabhai Desai Road, Kandivali (w), Mumbai-67
Declaration
I ASHLEY SEQUEIRA from KES Shroff College Of Arts & Commerce and a student of TY. BMS SEM- V here submit my project on Customer Satisfaction with reference to Insurance sector.
I also declare that the project which has been in the partial fulfillment of the requirement of the Mumbai University is the result of my efforts.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
Acknowledgement
I gratefully acknowledge & express deep appreciation to
many people who have made this project & visible. Mere thanks to
our guide Mrs. Umadevi Naidu seems pretty small compared to the
months of tremendous support & indulgence she gave.Her review,
comments, corrections and suggestions have enormously enriched
my project.
With cheerful support & motivation of our professional course
co-ordinator Prof. V. S. Kannan & Librarian Mrs. Alka
Wadhwana without whose support this project would not have seen
the light of the day.I am also grateful to our principal DR. LILY
BHUSHAN.
It gives me immense pleasure to present this project in the
course of BMS also would like to share the credit with my friends for
their variable tips.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
SR. NO. TITLE PAGE NO.
1. EXECUTIVE SUMMARY 06
2. LITERATURE REVIEW 07
3. INTRODUCTION 08
4. SEASON 18
5. LEAGUE ORGANIZATION 23
6. TELEVISION RIGHTS AND SPONSORSHIPS 31
7. MARKETING STRATEGIES 39
8. SWOT ANALYSIS AND PEST ANALYSIS 52
9. RESEARCH METHODOLOGY 72
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
10. CONCLUSION 81
11. BIBLOGRAPHY 85
EXECUTIVE SUMMARY
ndia is one of the fast growing markets in the world and IPL and ICL, has
provided it with another media explosion. The current estimate of Indian
entertainment and media industry are at INR 353bn ($8.2bn).It is
estimated to grow at a rate of 19 percent for the next five years.
IEntertainment industry is treated as the most prominent and emerging Industry
in the whole world. It is growing at rate faster than any other industry in the
world even when country where trying to battle out of recession. Indian
premier league has opened the doors to the next big media movement.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
LITERATURE REVIEW
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).
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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( Porter’s,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. Kotler’s and Porter’s analysis is
used throughout the report to understand the marketing mix, marketing
strategies and macro forces.
INTRODUCTION
Cricket is the most popular Sport in India[1]. Although, it is not the nation's
official national Sport (a distinction held by Field Hockey). The India national
cricket team won the 1983 Cricket World Cup and the 2007 ICC World
Twenty20, and shared the 2002 ICC Champions Trophy with Sri Lanka.
Domestic competitions include the Ranji Trophy, the Duleep Trophy,
the Deodhar Trophy, the Irani Trophy and the Challenger Series. In addition,
BCCI conducts the Indian Premier League, a Twenty20 competition.Cricket is
a bat-and-ball team sport. Many variations exist, with its most popular form
played on an oval-shaped outdoor arena known as a field at the centre of which
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
is a rectangular 22-yard (20.12 m) long pitch that is the focus of the game. A
game (or match) is contested between two teams of eleven players each. One
team bats, and will try to score as many runs as possible while the other
team bowls and fields, trying to dismiss the batsmen and thus limit the runs
scored by the batting team. A run is scored by the striking batsman hitting the
ball with his bat, running to the opposite end of the pitch and touching the
crease there without being dismissed. The teams switch between batting and
fielding at the end of an innings.
Before 1918
The entire history of cricket in India and the sub-continent as a whole is based
on the existence and development of the British Raj via the East India
Company.In 1721, the first definite reference to cricket being played anywhere
in the sub-continent is a report of English sailors of the East India Company
playing a game at Cambay, near Baroda.The Calcutta Cricket and Football
Club is known to be in existence by 1792, but was possibly founded more than
a decade earlier. In 1799, another club was formed at Seringapatam in south
India after the successful British siege and the defeat of Tipu Sultan.In 1864,
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
a Madras v. Calcutta match was arguably the start of first-class cricket in India.
The most important fixture in the 19th century was the Bombay Presidency
Match which evolved, first, into the Bombay Triangular and then into
the Bombay Quadrangular. The match was first played in 1877 and then
intermittently for several seasons until finally being given first-class status in
1892-93.
An English team led by George Vernon in 1889-90 was the first foreign team
to tour India but none of the matches that it played are considered first-
class.First-class cricket definitely began in the 1892-93 season with two
Europeans v Parsees matches at Bombay (match drawn) and Poona (Parsees
won by 3 wickets). In the same season, Lord Hawke captained an English team
that played four first-class matches including a game against "All India" on 26–
28 January 1893.
1918 to 1945
The Ranji Trophy was launched as India's national championship following a
meeting of the Board of Control for Cricket in India (BCCI) in July 1934 and
the competition began in the 1934-35 season. The trophy was donated by the
Maharajah of Patiala but named after KS Ranjitsinhji ("Ranji"), even though he
barely played any of his cricket in the country. Ranji had died on 2 April 1933.
The first winner was Bombay.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
1945–46 to 1960
The major and defining event in the history of Indian cricket during this period
was the Partition of India following full independence from the British Raj in
1947.
An early casualty of change was the Bombay Quadrangular tournament which
had been a focal point of Indian cricket for over 50 years. The new India had
no place for teams based on ethnic origin. As a result, the Ranji Trophy came
into its own as the national championship.The last-ever Bombay Pentangular,
as it had become, was won by the Hindus in 1945-46.
1960–61 to 1970
One team totally dominated Indian cricket in the 1960s. As part of 15
consecutive victories in the Ranji Trophy from 1958-59 to 1972-73, Bombay
won the title in all ten seasons of the period under review. Among its players
were Farokh Engineer, Dilip Sardesai, Bapu Nadkarni, Ramakant Desai, Baloo
Gupte, Ashok Mankad and Ajit Wadekar.
In the 1961-62 season, the Duleep Trophy was inaugurated as a zonal
competition. It was named after Ranji's nephew, Kumar Shri Duleepsinhji
(1905–59). With Bombay in its catchment, it is not surprising that the West
Zone won six of the first nine titles
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
1970–71 to 1985
Bombay continued its dominance of Indian domestic cricket with only
Karnataka and Delhi able to mount any kind of challenge during this period.
India enjoyed 2 international highlights. In 1971, they won a Test series in
England for the first time ever, surprisingly defeating Ray Illingworth's Ashes
winners. In 1983, again in England, India were surprise winners of the 1983
Cricket World Cup.
21st century
The BCCI tinkered with the Duleep Trophy in the 2002-03 season. The
original zonal teams were replaced by five new teams called Elite A, Elite B,
Elite C, Plate A and Plate B. These teams were constructed from the new Elite
Group and Plate Group divisions which had been introduced into the Ranji
Trophy that season. However, this format lasted for only one season as it was
felt that the new teams lacked a sense of identity. From the 2003-04 seasons,
the five original zonal teams competed along with a sixth guest team which
was a touring foreign team. The first guest team was England A in 2003-04.
Mumbai (formerly Bombay) has continued its dominance of the domestic
scene into the 21st century by winning the Ranji Trophy five times in the first
decade.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
India won the inaugural ICC World T20 in 2007.India was the first Sub-
continental team to win a Test match at the WACA in January 2008 against
Australia.
There are also variations in the length of a game of cricket. In professional
cricket this ranges from a limit of 20 over’s per side (Twenty20) to a game
played over 5 days (Test cricket, which is the highest level of the game).
Depending on the form of the match being played, there are different rules that
govern how a game is won, lost, drawn or tied. The rules of two-innings games
are known as the Laws of Cricket and maintained by the ICC and the
Marylebone (MCC); additional Standard Playing Conditions for Test matches
and One Day Internationals augment these laws. In one version of Indoor
Cricket, matches include just 6 players per side and include two 12-over
innings.
Cricket was first documented as being played in southern England in
the 16th century. By the end of the 18th century, it had developed to the point
where it had become the national sport of England. The expansion of the
British Empire led to cricket being played overseas and by the mid-19th
century the first international matches were being held. Today, the game's
governing body, the International (ICC), has 104 member countries. With its
greatest popularity in the Test playing countries, cricket is the world's second
most popular sport after Association football.
Objective of this report is to present a general idea of the Indian
cricket Industry and the marketing analysis , to get an inside feel of the
market by analyzing of most successful brands, IPL
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
The BCCI launched the Indian Premier League (IPL) on the lines
of football’s 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 Indian Premier League (often abbreviated as IPL), is a domestic
professional twenty20 cricket competition in India. It was initiated by the
Board (BCCI) headquartered in Mumbai and supervised by BCCI Vice
President Chirayu Amin, chairman & commissioner for IPL, and
CEO, Sundar Raman. It presently includes 10 teams (franchises)
consisting of players from different countries. It was started after an
altercation between the BCCI and the Indian Cricket League abbreviated
as ICl.
Over 200 million Indian viewers, 10 million international viewers, 4 million
live spectators: the Indian Premier League (IPL) is a sports and entertainment
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
revolution in the making, surpassing all records of viewership on ground and
on media. Advertising revenue and ticket sales have exceeded all expectations,
making IPL highly profitable for the organizers, broadcasters and successful
team owners. Zealous fan following—even hostility for visiting teams—shows
local loyalties are building up faster than anyone expected. As we enter the last
phase of the first edition of IPL, numerous new opportunities for sports and
business have opened up in India. IPL will mature over the next few years to
gain a status that could match or even exceed international football leagues
The IPL fever has hit viewers and media alike
IPL got off to a flying start, with the first few matches recording an average
TRP of 8.2. Though ratings have dropped since then, they remain at above 5—
higher than any other programme running on TV. That’s marginally higher
than India’s most popular soap Kyunki Saas Bhi Kabhi Bahu Thi, which has an
average rating of nearly 5. IPL’s rating of 5 is no mean achievement, given that
it has 59 matches packed within 44 days. That is reflected in ad rates of Sony
Entertainment Television (SET), which owns exclusive rights to telecast IPL
matches. Ad rates for 10-second spots, which were Rs200,000 at the start of the
tournament have climbed rapidly, to Rs500,000 now, and look set to rise
further, which did rise to a Rs1m for the final. (For comparison, SET charged
Rs800,000 per 10-second ad spot for the T20 World Cup final between India
and Pakistan.) Sony Set Max’s revenue market share has reportedly gone up
from the pre-IPL 5.7% to 28.8% now. Its share of prime time is now at 29%,
which is higher than the cumulative market share of the top nine Hindi general
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
entertainment channels. IPL has also expanded the demographics of cricket
viewership by bringing more women to cricket’s Fan base, making it more
lucrative for advertisers.
IPL’s ad revenues were more than 7% of total TV advertising in India
Collateral damage: Bollywood and other channels take a hit
The runaway success of IPL has hit other mainstream entertainment media.
Estimating the extent of their losses is tricky, but considers the anecdotal
evidence: multiplexes have reported 10-30% declines in ticket sales;
Bollywood movies’ leading producers like Yash Raj, Devgan Productions and
Rakesh Roshan got poor openings despite heavy
Marketing; and television prime time has taken a significant hit, affecting
channels like Star TV. Viewership of Hindi general entertainment channels
(GEC) reportedly dropped from 16.7% to 13.5% and that of Hindi movie
channels from 6.1% to 4.8% in the first two weeks of IPL. Star TV’s big-ticket
game show, Panchvi Pass, also took a hit, and got a TRP of about 4.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
IPL got off to a cracking start
The inaugural match was played in Bangalore, between Kolkata and
Bangalore. A packed 55,000-capacity stadium under lights, cheerleaders
dancing to music through the match, and the presence of team owners Shah
Rukh Khan and Vijay Mallya set the perfect stage for the match.
The Kolkata team rose to the occasion with a high total, but the home team
collapsed a long way from the target. The match saw a TRP rating of 8.3—
higher than any other programme on Indian Television during the first season
Bangalore: The million-dollar Indian Professional League (IPL), a Twenty20
league that has taken the world of cricket by storm, will kicked-off at the
Chinnaswamy Stadium with Vijay Mallya -owned Bangalore Royal
Challengers taking on the SRK's Kolkata Knight Riders.
The two teams, led by former Indian captains Saurav Ganguly and Rahul
Dravid, respectively, may not be flamboyant as Hyderabad Chargers and Kings
XI Punjab but are 'classy' as the two rivals put it.Bangalore Royal Challengers
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
with a strong bowling attack and solid batting line-up seem to hold edge over
their rivals from Eastern India.
Mallya-owned and Dravid led B'lore side might have failed to 'bag' young
flamboyant players like M S Dhoni or its own Robin Uthappa in the much
hyped auction but have loads of seasoned campaigners capable to handle to the
pressure and demands of ultra-abridged version of the sport.
Challengers boost of a fine blend of youth and experience in the batting
department with Jacques Kallis, the most dependable all rounder, hard hitting
wicket-keeper batsmen Mark Boucher, workmanlike ShivnarineChanderpaul,
attacking Misbah-ul-Haq and labourous Dravid and Jaffer all batsmen in the
classic mould bring with them tonnes of experience. And youngsters like Ross
Taylor, India U-19 skipper Virat Kohli coupled with young Karnataka Ranji
batsmen make the line-up look mouthwatering.
While a couple of strong teams have emerged, the tournament Remains
open for the top 5 teams .The tournament has been closely fought, on the
whole. No team—barring the initially unfancied Rajasthan Royals from Jaipur
—has had it easy, with defeat at one stage or another keeping all teams on their
toes. With less than 10 matches to go, two of the semi-final berths are still up
for grabs. This has helped sustain high viewership and attendance at stadiums.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
SEASON
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
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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.
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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
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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
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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.
LEAGUE ORGANISATION
Franchises
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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
Mallya’s 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
India’s 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. Australia’s Tom
Moddy is the coach of the team.
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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. Australia’s 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 India’s Test player
VVS Laxman is the captain of Deccan Chargers. India’s fielding coach, Robin
Singh is the coach of the team.
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’ 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. Australia’s Greg Shipperd is the coach of the team.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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.
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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
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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.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
ICON PLAYER
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
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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
LIST OF ICON PLAYERS
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
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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
Regional Broadcast Rights Terms of Deal
Sony/World
Sport Group
India 10 years at 8,700 crore (US$ 1.97
billion)(revised)
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
ONE HD Australia: Free-to-air HD and SD television.
Owned by Network TEN.
5 years at AUD 10-15 Million.
Sky Network
Television
New Zealand Terms not released
PCCW Hong Kong: Broadcast on Now Sports. 2 years, terms not released.
StarHub Singapore: Broadcast on Cricket Extra. Terms not released
SuperSport South Africa Niger
Terms not released
GEO Super Pakistan Terms not released
Willow TV Rights to distribute
on television, radio, broadband and Internet, for the
IPL in North America.
5 years, terms not released
DirecTV United States: Exclusive broadcast rights on
CricketTicket.
Terms not released
Sponsorships
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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
Rank Franchise Brand Value
1 Chennai Super Kings $ 48.4 m
2 Kolkata Knight Riders $ 46 m
3 Rajasthan Royals $ 45.2 m
4 Royal Challengers Bangalore $ 41.9 m
5 Mumbai Indians $ 40.8 m
6 Delhi Daredevils $ 40.5 m
7 Kings XI Punjab $ 36.1 m
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
8 Deccan Chargers $ 34.4 m
valuation of USD 34.4 million.
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 www.iplt20.com.
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.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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 prime-time 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.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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 semi-final 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.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
MARKETING STRATEGIES
TV, Internet, Newspapers… Every medium is flooding with DLF IPL, a
private event; that above all, explains the success of Indian Premier League.
For a private event, entire media is fighting to give free of cost coverage!
Strange, but Interesting! So what marketing and branding strategy has worked
in favour of IPL?
One, “Packaging of the Event” from day 1 as entertainment is the biggest
strategic hit. Cricket just happens to be there!
Two, to keep it focussed in 20 overs and inviting International players, not
only enhanced the entertainment value but also factored in the fastest growing
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
segment of high income youth. This segment is short of time and wants
everything to be packaged small.
Three, It structured teams around states thereby ensuring team and brand
loyalties and assured eyeballs when it comes to media.
, by following a well tried international model of clubs and player
auctions, it got players interests and their willingness to give the tournament
their 110%. Knowing that players are going to play attacking entertaining
cricket attracts paid audience to the stadium and draws them towards other
forms of media like TV, internet and print press.
Four, the public and press relations during the first two versions meant media
hype was maintained and that has lead to immense unpaid publicity.
Interestingly in IPL3, the organisers have offered strict terms for freebies for
non-official media.
Five the initial purpose having been achieved, the official TV channel is
getting its due. That again hints to a well planned strategy.
Six, getting International Cricket Council to keep a window for IPL season
was the biggest strategic coup. Now cricket boards all over the world want to
have similar event but may not be able to get well known players for their
events!
Seven, do not forget that (Board of Cricket Control in India) ensured that the
event got all international recognition and gave it the required financial backup
to conceive and execute the event.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
EIGHT, attracting the movie stars like Shah Rukh Khan, Preity Zinta and
Shilpa Shetty along with highly placed industrialist as team owners, ensured
ample media and public interest which further contributed to the success of the
event.
NINE and finally, organisers packaging of all above and ensuring the event
was always in controversies and news, meant branding exercise of the kind that
has not been seen in sports. At the end of the end, we have a happy lot of
bunches – public, sponsors, media and most importantly IPL bankers!
Good job done IPL, Lalit Modi and team- keep the IPL and Indian flag flying!
IPL is one of the ways of telling the world that India has arrived.
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 – don’t you think that is fair? The answers might
be yes, no and maybe – but this article is not about the authenticity of the
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
advertising in-between overs; rather it is about advertising within the overs.
Let’s 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 – it’s 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 kingfisherholidays.com with call for action to book tickets NOW to
catch all the live IPL matches book tickets at kingfisherholidays.com ,
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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 & I’m 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. Hmmm…execution guys, execution!
Orkut.com IPL Logo, Google Chrome Promotion on YouTube’s IPL Channel
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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 India’s leading social networking site
Orkut.com. 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!"
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
INDIAN CRICKET LEAGUE (ICL) - THE UNDER DOG
Actually ICL is the original league. Only after ICL was announced by ZEE and
SUBHASH CHANDRA, BCCI felt threatened that their monopoly over cricket
would get affected and arranged the IPL as a counter attack
ICL or India cricket league is a parallel private cricket league runs with IPL. It
has got both versions of cricket that is 50 over and 20 over format of the game
even though more emphasis is given to the 20-20 format. When started IPL
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
consisted of 6 teams then by 2008 it has been increased to 8 and then in the
second half of the year by 9.
Board of cricket control of India considers ICL as unauthorized league and it
has barred ICL players from taking part in any tournament hosted by ICC or
BCCI.
Indian cricket league still had its share of audience. It had got international
players from almost all the cricket playing nations.
It is headed by one of the legends of Indian cricket Mr. Kapildev, former
captain of world cup winning team of India. ICL has got players like Brain
Lara, who is considered as one among the top 3 players the world, has ever
produced.
ICL was launched by Subhash Chandra in May 2007.
ICL was the original and unique concept in cricket after Zee was not able to
secure rights of the World Cup 2011.
➢ Subhash Chandra owns ICL unlike the eight teams in IPL owned by
different
Franchises.
➢ ICL had more than 200 players with 9 teams in total.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
➢ ICL investment was more than 1billion dollars in total.
➢ ICL had three event televised in a year compared to IPL which only have
one
➢ ICL had faced problems in finding grounds.
➢ it has generated revenue of 750 million in the first 3 years.
MARKETING MIX
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.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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. It’s 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.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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 Crore’s (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 Crore’s (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.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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.
1. Live concerts.
2. Uses film stars like Sharuk khan, Akhsay Kumar etc for promotion.
3. Grant opening ceremony
4. 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
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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.
Physical Evidence
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
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
SWOT ANALYSIS
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.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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.
WEAKNESS
20-20 has become so popular that it can damage the other forms of
cricket that is 50 over game and test cricket.
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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.
OPPURTUNITIES
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.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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 don’t play well then you may not see the
return on investment.
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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
TO UNDERSTAND MACRO FORCES IN DETAIL PEST ANALYSIS IS
USED.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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
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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).
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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).
PEST ANALSIS OF IPL
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
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IPL’s 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
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
Cable television is still not available to large population of India.
Live match on youtube.com
Matches in multiplex theatre
THE DEATH OF ONE DAY INTERNATIONAL?
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, it¹s 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. Packer¹s 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 Hookes¹ jaw with a vicious bouncer,
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
people knew that the World Series wasn¹t 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 IPL¹s 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. It¹s 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. It¹s amusing to hear greats of the past talking of how the IPL¹s
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 that¹s back garden, park, first-class or international. More
importantly, it¹s 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 it¹s never going to replace
400 Blows or In the Mood for Love in his affections. Sadly, one-day cricket
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TY.BMS Analysis of marketing strategy in promotion of Indian 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, fine-tuned it, and ensured that the
cricket world will never be the same again.
After the first season Sunday night¹s 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 IPL¹s head honchos didn¹t 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, there¹s little doubt that the second
season will be huge. Despite the concerns of the ECB and others, every single
one of the world¹s 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 Packer¹s bold gambit. What is
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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 it’s 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 won¹t 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. It¹s the classic
champagne-followed-by-flat-beer scenario and it will be interesting to see what
the TV ratings are like.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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. It¹s 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 I¹ve 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. It¹s an opinion that even players
share. Stephen Fleming was New Zealand¹s 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
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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.
THE COMMISSIONER OF IPL
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Lalit Modi – A Single Man Behind Success Of IPL
It's a Universal truth that the IPL (Indian Premium League) is a huge success
not only in India but all over the world. And the man who dream about this
IPL format is non other then LALIT MODI.
Lalit Modi Background as IPL getting bigger and bigger and so Mr. Lalit
Modi. Yeh! As of October 31, 2009 Indian Premier League chief, Lalit Modi
had claimed the top slot as the highest tax payer in the country for that fiscal
year.
Now see why Lalit Modi is a Man behind IPL!!!!
Lalit Modi was Born on November 29, 1963, Delhi, India.
The Chairman and Commissioner of the Indian Premier League (IPL)
Chairman of the Champions League Since Sep 2008
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Vice president of BCCI Since 2005
Vice President of the Punjab Cricket Association
President and Managing Director of Modi Enterprise (His Family Business)
Tycoon or a Businessman
Family Life
Married with a woman elder then him named Minal to whom he met in US
when he was a student in a University. They have got two children Ruchir and
Karima.
Education Career
1983 to 1986 were his education time when he studied in couple of University
at US.
Started his career in International Tobacco Company where he was a
managing director from 1987 to 1991
Journey to IPL
From 1991, we can say that he get into world of Cricket. He worked on a joint
venture with Disney and ESPN in India and started showing cricket on ESPN.
So we can say that Modi was one of the person who updated the telecast of
cricket. The proof of his master mind is showing IPL in multiplexes. He is
creative and innovative and this qualities makes him successful person.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
Now he started to put forward proposals of limited over cricket which he
believes is much TV friendly and people will like it. But BCCI turned them
down all the time.
Being rejected so many times finally he decided to get in the system. He got
the membership of Rajasthan Cricket Association" as a president which gave
him a seat on BCCI.
Finally in 2005 Modi was appointed as a Vice-President of the BCCI.
Using his business ideas and being a tycoon it was reported that the revenue
increased seven folds from 2005 to 2008.
In the parallel, ICL was making hype in India and if BCCI don't act on it ICL
could have overtake the BCCI as the we can see the T20 potential today. So
finally in 2008 Lalit Modi Launched Indian Premier League (IPL) of 20
over’s game.
From very first year IPL has been a huge success and undoubtedly from
crickets to bollywood to indians cricket lovers, everyone follwoing it.
Everyday there are news of IPL making huge amounts of contract with
telecasters like ESPN and sponseres. Very soon they are going to personalize
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the IPL merchanise aswell. Currently in 2010 T shirts of Deccan Chargers
and KKR is hot among the Fans.
RESEARCH METHODOLOGY
Extensive research was carried out for the successful completion of this
project. Both primary and secondary data were collected from various Sources.
PRIMARY DATA:
The main data was collected from the zonal office of IPL situated in Mumbai.
An email which contains the typical details and strategies was received as
feedback. The Marketing wing of IPL was contacted for preparing this
assignment. Due to expense factor, communication was mostly done via email.
The marketing department gave relevant information about the data.
SECONDARY DATA:
The secondary data in this study is collected from various magazines,
Newspapers and Websites. Analysis and others parts are done on the basis of
these secondary data and knowledge collected from the marketing lectures.
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LIMITATIONS
My study is based on Primary data collected was only through phone and e-
mail. The data from the primary source was very limited and it does not give
the real picture of the Indian Entertainment Industry.
The transparency of the data that is available is not entirely trustworthy. The
net worth worth of the entertainment industry and the actual worth is not
always the same. The time scale for studying the entire assignment was short.
Such a vast case cannot be studied in a short span. There was also geographical
constrains in collecting the data. Another important limitation was the
communication gap. The only ways possible which could be effectively
utilised were the telephone and e-mails. But these took lot of time as this
entertainment industry is so scheduled.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
The following survey was conducted on 60 people and their responses are as follows
EXHIBIT 1
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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.
EXHIBIT 2
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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
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EXHIBIT 3
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
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
EXHIBIT 4- ATTRACTION FACTORS
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
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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.
EXHIBIT 5- PREFERRED TIME SLOT 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
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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.
EXHIBIT 6-
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.
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
EXHIBIT 7-
The above graph denotes what I thought about IPL matches
30% people said that ipl was complete 45 days of masala pourri for them
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
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.
CONCLUSION
IPL’s ability to sustain and grow its popularity in the long-term depends on the
ability of individual franchises to break out and become large media properties
on their own. Franchisees may also have to increase their marketing and
promotional spends to effectively monetise their fan base and build brands out
of their respective teams. Apart from finding more team sponsors, franchisees
may try to increase the mix of premium
seating in their home stadiums. At the moment a bit might be too different if
we look IPL and ICL. In the recent format advantage can be taken by
organizing matches between this two winners that is more matches can be
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
played between the two leagues. In the coming year more innovation is
expected we might be able to see 10- 10 or a 5-5 over format of cricket.
Marketing
In many competitor analyses, marketers build detailed profiles of each
competitor in the market, focusing especially on their relative competitive
strengths and weaknesses using SWOT analysis. Marketing managers will
examine each competitor's cost structure, sources of profits, resources and
competencies, competitive positioning and product differentiation, degree of
vertical integration, historical responses to industry developments, and other
factors.
Marketing management often finds it necessary to invest in research to collect
the data required to perform accurate marketing analysis. Accordingly,
management often conducts market research (alternately marketing research) to
obtain this information. Marketers employ a variety of techniques to conduct
market research, but some of the more common include:
Qualitative marketing research, such as focus groups
Quantitative marketing research, such as statistical surveys
Experimental techniques such as test markets
Observational techniques such as ethnographic (on-site) observation
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TY.BMS Analysis of marketing strategy in promotion of Indian cricket
Marketing managers may also design and oversee various
environmental scanning and competitive intelligence processes to
help identify trends and inform the company's marketing analysis.
Marketers have been rubbing their hands in glee looking at such an innovation.
Let’s take this a bit far – how about a ‘Britannia single’, ‘MRF two’ and a
‘Cheetos three’. How about naming some of the bowling/batting ends as
‘Reliance end’ and ‘Birla Sun Life end’? A sample of the commentary would
flow something like this –
Daredevils Sehwag has nudged Royals Warne towards the Reliance end – is it
going to be a Britannia single, ohh…it is going to be a MRF two…ohh noo, the
fielder has misplaced it, probably a Cheetos three…the ball has finally reached
the boundary…it is a Citibank four.
The example above is slightly exaggerated, but you get the idea. Advertising
during the match (instead of between overs) is much more effective in grabbing
eyeballs. You might say ‘Hey, that is irritating advertising’. Oh yeah! Rule
number one in Advertising: There is no such thing as good advertising or bad
advertising as long as it grabs attention. Rule number two: In case of doubt,
refer rule number one.
Advertising on Commentators: This is slightly dicy, but it might pay off
considering the lower costs associated with it. Instead of the bland plain
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dresses the commentators wear during the pre-match and post-match analysis,
why not tag a ‘Nike’, ‘Reebok’ or any other company logo on their shirts? As
long as it doesn’t conflict with the sports broadcaster’s and commentators
agreements/commitments (and I don’t think anyone is so stupid to wear a Star
shirt on a Sony broadcast – ah! I forget Sidhu!), all the parties involved would
be happy (Advertisers for their eyeballs, Broadcasters and Commentators for
the extra money that they rake in). Now, the only question is what percentage
of match-viewing audience would also watch the pre-match and post-match
analysis? I think very few – and hence the earlier logic of lower costs involved
in putting up the logo on commentators’ shirts [Me says, get Mandira Bedi
with her noodle straps – who in their right minds would miss the pre-match and
post-match analysis? I wouldn’t
Advertising on ‘ball boys’. slightly shocking – how couldn’t marketers look
at such an attractive market for grabbing eyeballs of the viewers (considering
the golden rule of marketing/advertising is to grab ‘eyeballs’ and hence brand
recall)? ‘Ball boys’ are the ones who throw back the ball to the fielders after
the ball reaches the boundary. Considering the number of times the ball reaches
the boundary in T20 matches, doesn’t it make logical sense to grab eyeballs of
all viewers when the camera is focused on the ball reaching the boundary, the
ball boy picking it up and throwing back to the bowler? Let’s take the
minimum amount of time that one such event happens – let’s say 5 seconds.
The average number of times the ball hits the boundary during the course of the
match (two innings) is say, 70 times – which implies 350 seconds on/close to
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the ball boy. That is almost 6 minutes of advertising in prime time of the match
– where almost 30-35 ads of approx 10 secs each can fit in. The cost? What
would be the cost of sponsoring the dress for ball boys with company’s (or
companies) logo imprinted on it? Get them in bulk – and the cost would be
next to nothing. The eyeballs it can grab – plenty.
Rebirth of Super Selector: Super Selector’. Summarily, it involved selecting
a team across the whole bunch of players whom you think would score max
runs/take wickets/effect run outs – and depending on that, points would be
allocated. The top scorers used to win prizes from Fabmall. The programme
was a raging success. This programme was discontinued – but I think it’s a
great idea to bring up with this programme for the T20 championships. That
would grab the attention of the younger audience (to whom you can pitch
in/cross-sell more products, expensive products – and hence better margins],
create advertising for the prize-givers and offer prime time slots to showcase
the programme along with different advertisements.
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Bibliography
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· http://economictimes.indiatimes.com/Success_of_IPL_depends_on_building_loyal_fan_bases/rssarticleshow/3013080.cms
· http://www.cricket20.com/db/indian_premier_league/default.asp
·http://www.thehindubusinessline.com/2009/02/18/stories/200902185093050
· http://www.iplt20.com
· http://www.indiancricketleague.in/
· (http://ipl.timesofindia.indiatimes.com/articleshow/msid-3084001,prtpage-
1.cms)
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