This document outlines the various brands that sponsored and supported the Indian Premier League (IPL) Season 6 in various capacities such as title sponsor, official partners, broadcasters, franchise sponsors, and team sponsors. It notes that around 140-150 brands directly or indirectly sponsored, advertised on, or supported IPL 6 through team owners, sponsors, partners, and broadcast deals. It concludes by noting that IPL 6 was won by the Mumbai Indians but the league is under scrutiny with one franchise already pulling out and two more in danger, hoping that IPL 7 can come back clean and strongly supported by these brands.
This document discusses brand wars between consumer product companies through comparative advertising campaigns. It provides examples of wars between Rin vs Tide detergents and Horlicks vs Complan health drinks. For Rin vs Tide, the war began when Tide's sales increased, threatening Rin's market share. Both engaged in price cuts and advertising attacks. For Horlicks vs Complan, each targeted different audiences and positioned their products differently over time, leading to ad campaigns comparing their benefits. While comparative ads can inform consumers if truthful, they can also mislead if making false claims about competitors.
This document summarizes the brand war between Rin detergent produced by HUL and Tide detergent produced by P&G in India. It describes the introduction and growth of each brand. In the late 2000s, Tide gained market share threatening Rin's leadership position. This led to price cuts and competitive advertising campaigns by both brands. In 2010, HUL directly challenged Tide's claims of being "natural" in court and launched an advertisement comparing Rin favorably to Tide. In response, P&G took HUL to court over the comparative advertisement.
The document discusses comparative advertising techniques used by companies to promote their products over competitors. It provides an example of Procter & Gamble launching a new Tide product, which threatened Hindustan Unilever's market share for their Rin brand. In response, HUL launched a new double whiteness Rin and an ad campaign claiming it was better than Tide at an affordable price. P&G took legal action against HUL for the comparative claims.
This document discusses surrogate advertising, which is when companies advertise other products to promote brands of goods that are banned from direct advertising, like alcohol and tobacco. It provides examples of major companies that use surrogate advertising strategies in India, such as Kingfisher promoting its beer brand through fashion shows, bottled water, calendars and sponsoring sports events. While surrogate ads help companies build their brands and are profitable for TV channels, they are unethical since they indirectly promote harmful banned products to consumers, especially youth. The document suggests steps governments could take to reduce surrogate advertising's influence, like increasing taxes, limiting liquor shops, and raising awareness of health risks.
Rin, a product of Hindustan Unilever, recently launched a comparative advertisement against Tide, a product of Procter & Gamble, showing Rin to be brighter and superior. This has escalated the long-standing rivalry between the two companies. While HUL claims the advertisement is factual, P&G has challenged it in court for being disparaging. There is debate around the legal and ethical implications of such comparative advertisements, as they could mislead consumers but companies argue they are protected under free speech laws if claims are substantiated.
Blue Ocean Strategy provides a systematic approach to creating new market space and making competition irrelevant. It was developed from Harvard Business Review articles and focuses on reconstructing market boundaries, focusing on the big picture, reaching beyond existing demand, and overcoming organizational hurdles. The document discusses how the Indian Premier League (IPL) used Blue Ocean Strategy principles to turn cricket into a new entertainment experience and create its own blue ocean, generating over $1 billion in revenue over 10 years through franchise bids, sponsorship, and broadcasting rights deals.
Sport sponsorship can provide commercial benefits to sponsors and financial benefits to sports partners. It is a business relationship defined as the exchange of funds or resources for rights and commercial advantages. Specifically, sponsorship is the financial or practical support of an event, activity, person or organization in exchange for associated promotional opportunities.
The document discusses the business model of the Indian Premier League (IPL), a professional cricket league in India. It covers various revenue streams for the IPL including broadcasting rights, sponsorships, franchise bidding and fees. It also discusses revenues and expenses for IPL franchises, as well as the economic and cultural impact of the IPL. The future prospects of the IPL involve the possibility of private equity investment and expansion to other countries. In summary, the IPL has become a lucrative business generating hundreds of millions of dollars annually through various media deals and commercial activities related to cricket.
This document discusses brand wars between consumer product companies through comparative advertising campaigns. It provides examples of wars between Rin vs Tide detergents and Horlicks vs Complan health drinks. For Rin vs Tide, the war began when Tide's sales increased, threatening Rin's market share. Both engaged in price cuts and advertising attacks. For Horlicks vs Complan, each targeted different audiences and positioned their products differently over time, leading to ad campaigns comparing their benefits. While comparative ads can inform consumers if truthful, they can also mislead if making false claims about competitors.
This document summarizes the brand war between Rin detergent produced by HUL and Tide detergent produced by P&G in India. It describes the introduction and growth of each brand. In the late 2000s, Tide gained market share threatening Rin's leadership position. This led to price cuts and competitive advertising campaigns by both brands. In 2010, HUL directly challenged Tide's claims of being "natural" in court and launched an advertisement comparing Rin favorably to Tide. In response, P&G took HUL to court over the comparative advertisement.
The document discusses comparative advertising techniques used by companies to promote their products over competitors. It provides an example of Procter & Gamble launching a new Tide product, which threatened Hindustan Unilever's market share for their Rin brand. In response, HUL launched a new double whiteness Rin and an ad campaign claiming it was better than Tide at an affordable price. P&G took legal action against HUL for the comparative claims.
This document discusses surrogate advertising, which is when companies advertise other products to promote brands of goods that are banned from direct advertising, like alcohol and tobacco. It provides examples of major companies that use surrogate advertising strategies in India, such as Kingfisher promoting its beer brand through fashion shows, bottled water, calendars and sponsoring sports events. While surrogate ads help companies build their brands and are profitable for TV channels, they are unethical since they indirectly promote harmful banned products to consumers, especially youth. The document suggests steps governments could take to reduce surrogate advertising's influence, like increasing taxes, limiting liquor shops, and raising awareness of health risks.
Rin, a product of Hindustan Unilever, recently launched a comparative advertisement against Tide, a product of Procter & Gamble, showing Rin to be brighter and superior. This has escalated the long-standing rivalry between the two companies. While HUL claims the advertisement is factual, P&G has challenged it in court for being disparaging. There is debate around the legal and ethical implications of such comparative advertisements, as they could mislead consumers but companies argue they are protected under free speech laws if claims are substantiated.
Blue Ocean Strategy provides a systematic approach to creating new market space and making competition irrelevant. It was developed from Harvard Business Review articles and focuses on reconstructing market boundaries, focusing on the big picture, reaching beyond existing demand, and overcoming organizational hurdles. The document discusses how the Indian Premier League (IPL) used Blue Ocean Strategy principles to turn cricket into a new entertainment experience and create its own blue ocean, generating over $1 billion in revenue over 10 years through franchise bids, sponsorship, and broadcasting rights deals.
Sport sponsorship can provide commercial benefits to sponsors and financial benefits to sports partners. It is a business relationship defined as the exchange of funds or resources for rights and commercial advantages. Specifically, sponsorship is the financial or practical support of an event, activity, person or organization in exchange for associated promotional opportunities.
The document discusses the business model of the Indian Premier League (IPL), a professional cricket league in India. It covers various revenue streams for the IPL including broadcasting rights, sponsorships, franchise bidding and fees. It also discusses revenues and expenses for IPL franchises, as well as the economic and cultural impact of the IPL. The future prospects of the IPL involve the possibility of private equity investment and expansion to other countries. In summary, the IPL has become a lucrative business generating hundreds of millions of dollars annually through various media deals and commercial activities related to cricket.
The Digital world has given rise to a new breed of influencers, opinion leaders, critics or in some cases just a voice wanting to be heard. It is a complex world and most times replete with jargon or terms which are not easily understood. Having said that, brands are built or (sometimes) destroyed overnight as opinions or experiences are floating freely for anyone who is willing to lend an ear.
In order words the digital world is a necessary evil and listening, tracking and most importantly measuring the impact on the brand has become very crucial and complex at the same time. Making sense out of the data on a common platform is also a huge challenge.
BuzzAngles focuses on measuring what is relevant along with detailed analytics on the brand. It keeps you informed about the dynamics of the digital medium, by Monitoring, Capturing and Analyzing the information. It delivers knowledge that can be visualized and represented via web application and mobile app keeping your focus only on decision making.
The document discusses the Indian Premier League (IPL), a professional Twenty20 cricket league in India. It summarizes that the IPL has been hugely successful commercially, with a brand value estimated at $3.03 billion in 2013. It attracts massive television viewership both within India and globally through broadcast syndication deals. The league provides new marketing opportunities for brands to partner with teams and players and connect with cricket's huge fan base in India.
The document provides an overview of the 9th season of the Indian Premier League (IPL). Some key details include:
- 8 teams will participate with 193 Indian and international players
- 60 total matches will be played across different parts of India
- IPL remains a lucrative brand valued at $3.54 billion despite controversies
- IPL has the highest prize money of $7 million compared to other Indian leagues
- Franchise teams generate $2-5 million per match while the total IPL revenue is $182 million
The Digital world has given rise to a new breed of influencers, opinion leaders, critics or in some cases just a voice wanting to be heard. It is a complex world and most times replete with jargon or terms which are not easily understood. Having said that, brands are built or (sometimes) destroyed overnight as opinions or experiences are floating freely for anyone who is willing to lend an ear.
In order words the digital world is a necessary evil and listening, tracking and most importantly measuring the impact on the brand has become very crucial and complex at the same time. Making sense out of the data on a common platform is also a huge challenge.
BuzzAngles focuses on measuring what is relevant along with detailed analytics on the brand. It keeps you informed about the dynamics of the digital medium, by Monitoring, Capturing and Analyzing the information. It delivers knowledge that can be visualized and represented via web application and mobile app keeping your focus only on decision making.
This document discusses events and sponsorship in the context of the Indian Premier League (IPL). It provides background on the IPL, including details on its organization, revenues, viewership, participating teams and their owners. It then discusses the objectives and types of sponsorship for the IPL. Several examples of IPL sponsors are provided, such as Pepsi, Kingfisher, Star Plus, Vodafone, Karbonn, and Yes Bank. It also discusses social causes promoted through IPL sponsorships, like environmental initiatives and education programs.
Lalit Modi envisioned the Indian Premier League (IPL) as a way to nurture local cricket talent and engage people outside of cricket through a fast-paced, exciting tournament. IPL combined cricket and entertainment to become a "cricketainment" product targeting young, cricket-loving audiences. IPL generated substantial revenue through franchise fees, broadcasting rights, sponsorship deals, tickets, and other sources. However, some questioned if the high stakes and commercialization could damage the traditional game of cricket.
Its about the marketing strategy of IPL , its business and revenue model, about their sponsorship, and role of advertisement in ipl and its conclusion ..
The document discusses the Indian Premier League (IPL), a professional Twenty20 cricket league established by the Board of Control for Cricket in India in 2008. It summarizes Lalit Modi's vision in founding the IPL to nurture local cricket talent through a competitive league structure. The IPL was highly successful in attracting massive viewership and generating substantial revenue through franchise fees, broadcasting rights deals, sponsorship agreements, and other avenues. However, some warned that the short format could damage the long-term appeal and integrity of the game.
The Indian Premier League - IPL launched in 2008 has achieved a very high level of popularity with more than 140 million TV audiences and a brand valuation of more than 4 billion USD. The high publicity and glamour filled, franchisee owned cricketing event has also seen unprecedented money paid as franchisee fees, players fees and through advertisement revenue along with scandals of match fixing.
The business model needs appreciation for integrating a number of complex processes such as entertainment, glamour, marketing, pricing and hard-hitting cricket. The attached ppt conducts some analysis of the IPL business cases and provides rational revenue & cost structures implemented to make the event viable.
This document describes a 5-a-side football tournament called FUBBALLER that will involve over 30 schools and 500 participating students in Ahmedabad, India. The tournament will take place over 6 days in late September and involve age groups from 10-13 and 14-17. Four proposals are presented to the food company Parle Agro to sponsor the event at costs ranging from Rs. 90,000 to Rs. 2,50,000, with benefits including advertising, product promotion and increased brand awareness.
The document discusses the Indian Premier League (IPL), an annual Twenty20 cricket tournament in India. It provides details on the IPL introduction and model, revenue sources like television rights and sponsorships, marketing strategies, and auction rules for teams. The IPL has been very successful in attracting large audiences and revenues due to its unique combination of cricket, entertainment, and bollywood star involvement. It is now the most-watched cricket league in the world.
The document discusses various aspects of the Indian Premier League (IPL), including its market entry strategies, objectives, and personal selling approach. Some key points:
1. IPL targets young Indian audiences and utilizes a Bollywood approach to gain fan following and curiosity.
2. It employs a business model of player auctions and adopted a schedule of matches after work hours and holidays to avoid rains.
3. Personal selling through celebrity owners and players helped popularize some teams more than others.
The document provides an overview of the 2018 Indian Premier League (IPL) season and brand valuation report by Duff & Phelps. Some key points:
- Star India acquired the IPL broadcast rights for $2.55 billion, putting IPL on par with major global leagues. Viewership increased under Star.
- Mumbai Indians topped the franchise brand value rankings for the third year at $113 million. The overall IPL ecosystem value grew to $6.3 billion.
- Chennai Super Kings, who returned after a two-year ban, won their third IPL title behind the leadership of MS Dhoni and a strategy focused on experienced players.
- The season saw the continued emergence of young
Varun Beverages Ltd is a manufacturer and distributor of PepsiCo beverages in India and several other countries. It has a long-standing partnership with PepsiCo and is the sole PepsiCo franchisee in many regions. The document discusses VBL's business model, financials, growth opportunities and risks. It recommends accumulating VBL shares based on its franchisee business, experienced promoters, premium valuation due to sole PepsiCo distributor status in India, and new product launches like the energy drink Sting. The stock is seen as having long term upside potential of 70-80% over 3-4 years.
Patanjali Ayurved Limited is an Indian FMCG company founded by Baba Ramdev and Acharya Balkrishna that manufactures herbal and mineral products. Headquartered in Haridwar, Uttarakhand, the company has seen staggering growth in recent years, with revenues reaching Rs. 10,561 crore in fiscal year 2016-17. Acharya Balkrishna owns 93.7% of the company while profits are donated to charity.
The document describes a 5-a-side football tournament called Fubballer that will take place over 6 days in Ahmedabad, India. 64 teams from over 20 schools will participate, consisting of 500 students between the ages of 10-17. The tournament organizers are proposing Parle be the prime sponsor and branding partner in exchange for promotional benefits and opportunities to sell Parle products at the venue. The total proposed budget for the event is Rs. 250,000.
The document discusses the Indian Premier League (IPL) cricket tournament. It provides statistics that show IPL has become the most viewed cricket event in the world, with over 2.5 billion cumulative viewership in India in 2012. IPL also has a large online and digital presence, with millions of unique visitors to its website and social media platforms. The document proposes an official partnership with IPL that would provide branding and marketing benefits including logo visibility during broadcasts and at matches, hospitality tickets, digital and print advertising inclusion, and more.
The Digital world has given rise to a new breed of influencers, opinion leaders, critics or in some cases just a voice wanting to be heard. It is a complex world and most times replete with jargon or terms which are not easily understood. Having said that, brands are built or (sometimes) destroyed overnight as opinions or experiences are floating freely for anyone who is willing to lend an ear.
In order words the digital world is a necessary evil and listening, tracking and most importantly measuring the impact on the brand has become very crucial and complex at the same time. Making sense out of the data on a common platform is also a huge challenge.
BuzzAngles focuses on measuring what is relevant along with detailed analytics on the brand. It keeps you informed about the dynamics of the digital medium, by Monitoring, Capturing and Analyzing the information. It delivers knowledge that can be visualized and represented via web application and mobile app keeping your focus only on decision making.
The document discusses the Indian Premier League (IPL), a professional Twenty20 cricket league in India. It summarizes that the IPL has been hugely successful commercially, with a brand value estimated at $3.03 billion in 2013. It attracts massive television viewership both within India and globally through broadcast syndication deals. The league provides new marketing opportunities for brands to partner with teams and players and connect with cricket's huge fan base in India.
The document provides an overview of the 9th season of the Indian Premier League (IPL). Some key details include:
- 8 teams will participate with 193 Indian and international players
- 60 total matches will be played across different parts of India
- IPL remains a lucrative brand valued at $3.54 billion despite controversies
- IPL has the highest prize money of $7 million compared to other Indian leagues
- Franchise teams generate $2-5 million per match while the total IPL revenue is $182 million
The Digital world has given rise to a new breed of influencers, opinion leaders, critics or in some cases just a voice wanting to be heard. It is a complex world and most times replete with jargon or terms which are not easily understood. Having said that, brands are built or (sometimes) destroyed overnight as opinions or experiences are floating freely for anyone who is willing to lend an ear.
In order words the digital world is a necessary evil and listening, tracking and most importantly measuring the impact on the brand has become very crucial and complex at the same time. Making sense out of the data on a common platform is also a huge challenge.
BuzzAngles focuses on measuring what is relevant along with detailed analytics on the brand. It keeps you informed about the dynamics of the digital medium, by Monitoring, Capturing and Analyzing the information. It delivers knowledge that can be visualized and represented via web application and mobile app keeping your focus only on decision making.
This document discusses events and sponsorship in the context of the Indian Premier League (IPL). It provides background on the IPL, including details on its organization, revenues, viewership, participating teams and their owners. It then discusses the objectives and types of sponsorship for the IPL. Several examples of IPL sponsors are provided, such as Pepsi, Kingfisher, Star Plus, Vodafone, Karbonn, and Yes Bank. It also discusses social causes promoted through IPL sponsorships, like environmental initiatives and education programs.
Lalit Modi envisioned the Indian Premier League (IPL) as a way to nurture local cricket talent and engage people outside of cricket through a fast-paced, exciting tournament. IPL combined cricket and entertainment to become a "cricketainment" product targeting young, cricket-loving audiences. IPL generated substantial revenue through franchise fees, broadcasting rights, sponsorship deals, tickets, and other sources. However, some questioned if the high stakes and commercialization could damage the traditional game of cricket.
Its about the marketing strategy of IPL , its business and revenue model, about their sponsorship, and role of advertisement in ipl and its conclusion ..
The document discusses the Indian Premier League (IPL), a professional Twenty20 cricket league established by the Board of Control for Cricket in India in 2008. It summarizes Lalit Modi's vision in founding the IPL to nurture local cricket talent through a competitive league structure. The IPL was highly successful in attracting massive viewership and generating substantial revenue through franchise fees, broadcasting rights deals, sponsorship agreements, and other avenues. However, some warned that the short format could damage the long-term appeal and integrity of the game.
The Indian Premier League - IPL launched in 2008 has achieved a very high level of popularity with more than 140 million TV audiences and a brand valuation of more than 4 billion USD. The high publicity and glamour filled, franchisee owned cricketing event has also seen unprecedented money paid as franchisee fees, players fees and through advertisement revenue along with scandals of match fixing.
The business model needs appreciation for integrating a number of complex processes such as entertainment, glamour, marketing, pricing and hard-hitting cricket. The attached ppt conducts some analysis of the IPL business cases and provides rational revenue & cost structures implemented to make the event viable.
This document describes a 5-a-side football tournament called FUBBALLER that will involve over 30 schools and 500 participating students in Ahmedabad, India. The tournament will take place over 6 days in late September and involve age groups from 10-13 and 14-17. Four proposals are presented to the food company Parle Agro to sponsor the event at costs ranging from Rs. 90,000 to Rs. 2,50,000, with benefits including advertising, product promotion and increased brand awareness.
The document discusses the Indian Premier League (IPL), an annual Twenty20 cricket tournament in India. It provides details on the IPL introduction and model, revenue sources like television rights and sponsorships, marketing strategies, and auction rules for teams. The IPL has been very successful in attracting large audiences and revenues due to its unique combination of cricket, entertainment, and bollywood star involvement. It is now the most-watched cricket league in the world.
The document discusses various aspects of the Indian Premier League (IPL), including its market entry strategies, objectives, and personal selling approach. Some key points:
1. IPL targets young Indian audiences and utilizes a Bollywood approach to gain fan following and curiosity.
2. It employs a business model of player auctions and adopted a schedule of matches after work hours and holidays to avoid rains.
3. Personal selling through celebrity owners and players helped popularize some teams more than others.
The document provides an overview of the 2018 Indian Premier League (IPL) season and brand valuation report by Duff & Phelps. Some key points:
- Star India acquired the IPL broadcast rights for $2.55 billion, putting IPL on par with major global leagues. Viewership increased under Star.
- Mumbai Indians topped the franchise brand value rankings for the third year at $113 million. The overall IPL ecosystem value grew to $6.3 billion.
- Chennai Super Kings, who returned after a two-year ban, won their third IPL title behind the leadership of MS Dhoni and a strategy focused on experienced players.
- The season saw the continued emergence of young
Varun Beverages Ltd is a manufacturer and distributor of PepsiCo beverages in India and several other countries. It has a long-standing partnership with PepsiCo and is the sole PepsiCo franchisee in many regions. The document discusses VBL's business model, financials, growth opportunities and risks. It recommends accumulating VBL shares based on its franchisee business, experienced promoters, premium valuation due to sole PepsiCo distributor status in India, and new product launches like the energy drink Sting. The stock is seen as having long term upside potential of 70-80% over 3-4 years.
Patanjali Ayurved Limited is an Indian FMCG company founded by Baba Ramdev and Acharya Balkrishna that manufactures herbal and mineral products. Headquartered in Haridwar, Uttarakhand, the company has seen staggering growth in recent years, with revenues reaching Rs. 10,561 crore in fiscal year 2016-17. Acharya Balkrishna owns 93.7% of the company while profits are donated to charity.
The document describes a 5-a-side football tournament called Fubballer that will take place over 6 days in Ahmedabad, India. 64 teams from over 20 schools will participate, consisting of 500 students between the ages of 10-17. The tournament organizers are proposing Parle be the prime sponsor and branding partner in exchange for promotional benefits and opportunities to sell Parle products at the venue. The total proposed budget for the event is Rs. 250,000.
The document discusses the Indian Premier League (IPL) cricket tournament. It provides statistics that show IPL has become the most viewed cricket event in the world, with over 2.5 billion cumulative viewership in India in 2012. IPL also has a large online and digital presence, with millions of unique visitors to its website and social media platforms. The document proposes an official partnership with IPL that would provide branding and marketing benefits including logo visibility during broadcasts and at matches, hospitality tickets, digital and print advertising inclusion, and more.
Similar to IPL6: Brands & Advertisers that shaped the league (20)
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But Julian Nagelsmann will be out to recuperate the spirits of the home nation and recent victories over France and the Netherlands in friendly contests was a sign that Germany will be among the competitors for the title this summer.
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The 21-year-old star adds to a quantity of national team stalwarts who remain from Germany’s World Cup triumph in 2014, with Thomas Muller and Manuel Neuer amalgamated by the returning Toni Kroos, who is back from international withdrawal.
Euro Cup 2024: Julian Nagelsmann Announces Euro Cup Germany's 27-Player Preliminary Squad
Julian Nagelsmann named a 27-player introductory Euro Cup squad on 16 May. This must be cut down to at least 26 players, including three goalkeepers, by the 6 June target.
Goalkeepers: Manuel Neuer (Bayern Munich), Marc-Andre ter Stegen (Barcelona), Oliver Baumann (Hoffenheim), Alex Nubel (Stuttgart),
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Midfielders: Toni Kroos (Real Madrid), Jamal Musiala (Bayern Munich), Aleksandar Pavlovic. Although, Robert Andrich (Bayer Leverkusen), Chris Fuhrich (Stuttgart), Pascal Gross (Brighton and Hove Albion). Florian Wirtz (Bayer Leverkusen), Ilkay Gundogan (Barcelona), (Bayern Munich), Leroy Sane (Bayern Munich)
Forwards: Thomas Muller (Bayern Munich), Deniz Undav (Stuttgart), Maximilian Beier (Hoffenheim), Niclas Fullkrug (Borussia Dortmund), Kai Havertz (Arsenal)
Switzerland vs Germany: Murat Yakin Announces Switzerland Euro Cup 2024 Preliminary 38-Man Squad
Executive Murat Yakin selected a preliminary 38-man Euro Cup 2024 squad on May 17. Due to a number of his troupes still active on club duty. "As many experienced
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72. IPL 6 is over.
MI are champions!
The league is under scrutiny;
1 franchise has already
pulled out. Two more are
under immediate danger!
For the sake of the fans & these
brands, we hope IPL 7 comes
back clean & with a bang!
73. This was a GameChanger
exclusive.
If you loved the deck, please do “share” it
or drop an email to
prantik@gamechangerindia.com
or just tweet him at @pranmaz
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