The Business Sports PDF

The business
of sports
Playing to win as the game unfurls
September 2016
KPMG.com/in | cii.in
Table of contents
5 Message from
Chair, CII Summit 17 Sports market overview
6 Message from
CII Chairman, Western Region 23 Indi an sports ecosystem:
Governance and challenges
8 Foreword 29 Indi a in sports: Key

metrics of success
9 Executive summary 41 Business of leagues

47 Sports infrastructure
and training 63 Glossary
55 The way forward 64 Acknowledgements
61 About KPMG in India
62 About CII
05
Message from Chair,

CII Summit
Over the past 10 years, Sports as to showcase themselves at a global
an Industry especially in India has platforms like IPL, PKL etc. These
changed fundamentally. Today, leagues have offered immense
Sports is not just an active platform exposure to not just Indian players but
for marketing and creating branding also to some international sporting
opportunities for corporates investing legends.
in Sports, but also creating value for
fans across the country. Sporting Realizing the impact of Sports on
leagues in India and across the world the entire economy, industry and
have invited valuable support and entertainment in India, CII Western
presence of corporate sector. Region is organising the 1st
Summit on Business of Sports and
Sporting leagues have not only
promoted sports like Kabaddi, Soccer,
Entertainment. We have put together
this programme to seek some
Shrinivas Dempo
Hockey in India; they have also pertinent answers and advice on how Chair
created value for all stakeholders in Government and Industry together can Summit on Business of Sports
the fraternity. All leagues have had strengthen the sports ecosystem in and Entertainment 2016
varying levels of success in generating India. Chairman
fan base, inviting sponsorships & Managing Director
and ensuring financial viability and I am thankful for this opportunity to
Chair the Summit. I would like to Dempo Shipbuilding
profitability for team promoters. Fans & Engineering
in India also prove to be an interesting take this opportunity to thank all the
mix, with each being a loyal audience partners and speakers for their support
to a specific sport. and guidance in putting together this
programme. I hope the discussions at
With formation and popularization the Summit will help us put forward
of Sporting leagues in India, there some strong suggestions and ideas for
is now an increased opportunity for Sports in India.
young talent at the grassroots level
© 2016 KPMG, an Indian Registered Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
06
Message from Chairman,

CII Western Region
Promotion of Sports across all with the Government, industry and
spectrums of the society not only sports’ bodies, CII is enabling an
ensures inclusivity but also creates environment that will be focused
employment opportunities for its on promoting a sporting culture in
people. Sports always brings a sense India and one that will place a special
of national pride that is incomparable emphasis in recognising sports as an
to any other form of entertainment. industry.
Business of Sports has changed faces
very rapidly in the recent past. The One of the many steps that CII
introduction of entertainment and role took was to partner with KPMG to
of corporates has been increasing and develop a report on the Business
of Sports and Entertainment. The
evolving.
Confederation of Indian Industry (CII)
report explores and assesses the
sports ecosystem in India, identifies
Sudhir Mehta
has a National Sports Committee that the various stakeholders concerned Chairman
is facilitating the creation of a sporting and addresses their specific issues Confederation of Indian
culture in India. Therefore, as part of and challenges. The paper provides Industry - Western Region
CII’s India@75 vision, the Committee recommendations for both the Chairman
has developed a plan to broad-base Government and private stakeholders’ & Managing Director
sports in India, help in infrastructure efforts in enabling sports in India and Pinnacle Industries Ltd
development and provide technical emphasises the need to collaborate
support for athletes through and synergise efforts, so as to take
professional coaching and training the Indian sporting industry to the next
centres to nurture and groom talented level.
sportspersons.
I would like to take this opportunity
The National Sports Committee of to extend my appreciation to the
CII is working towards creating an KPMG and CII teams who worked in
ecosystem for Governments and developing this document. I hope this
private sector companies to combine would pave way for future discussions
efforts, and invest in sports. Through with all stakeholders in the industry.
continued engagement and dialogue
07
08
Foreword
Sports is inspiring, engaging, sports consumption are boosting
immersive, emotion evoking, and a broadcasters and sponsors.
rapidly growing industry worldwide.
It is extremely important to build a
The global sports industry, at dynamic sporting culture in India and
one per cent of global GDP, is the need for the government and the
estimated to be worth around private sector to collaborate in order
USD600–700 billion. This includes to strengthen the sports industry.
sports infrastructure, sports events, Lack of sports culture coupled with
sports hospitality, training, and inadequate public resources impede
manufacturing and retail of sports our performance in the global
goods. While sports in India has
usually been a government-led
initiative, the private sector has
sporting arena.
Corporate funding in sports may
Jaideep Ghosh
therefore be one of the answers Partner and Head
historically participated through
corporate social responsibility to ignite development in India. The Transport, Leisure and Sports
channels, PPP in sports gestation period for realising returns KPMG in India
infrastructure development and for on such investments is long, but
profit sports academies. Now, sports global experience shows us that it
leagues have emerged as a primary could be potentially rewarding.
vehicle for the private sector. This report attempts to highlight
Impressive growth in viewership of the common grounds between
sports other than cricket provides all stakeholders to enhance the
a glimpse of our potential to be development of sports in India and
a multiple sports nation. Further, create a road map for a potentially
growing female viewership, successful collaboration between
acceptance of ‘rurban’ sports business and sports.
and increasing digital on-the-go
Executive
summary
10
Overview
The global sports market, comprising of infrastructure, The Indian sports sector is experiencing a sea of changes
events, training and manufacturing and retail of sports with all-round developments initiated by the government,
goods is estimated at INR37.8–44.2 lakh crore (USD600–700 the private sector as well as non-profit organisations. The
billion), accounting for approximately 1 per cent of the global government is introducing game-changing schemes such
GDP.01 Besides exercising a significant impact on the global as ‘Khelo India’ to address issues regarding infrastructure,
economy due to its close association with other sectors, talent scouting and training facilitation. Private sector and
including education, real estate and tourism, the sector also non-profit entities are also increasingly contributing to the
contributes to improvements in general health and well- sector by organising leagues and tournaments, funding
being of a country. talented sportspersons and getting involved in grassroots
development.
Global sports market size by key segments02, 03
Segment Market size (2014) Key trends driving the market
Sports events INR5.1 lakh crore

(USD80 billion)
Key trends driving the market
Sports apparel, INR19.7 lakh crore

equipment and (USD310 billion)
footwear Engaging fans through social media
Sports clubs (fitness, INR6.7 lakh crore

health and sports (USD105 billion) Increasing online consumption of sports
training)
Growing female viewership

Infrastructure INR6.3–12.7 lakh crore
construction, food (USD100–200 billion)
and beverage and
betting
Increasing viewership, sponsorship and
participation in sports other than cricket
INR37.8–44.2 lakh crore

Total
(USD600–700 billion)
Rising number of sports start-ups
Source: “Winning in the Business of Sports”, A.T. Kearney, 15 February 2014
Growth in rural viewership numbers

Of the above segments, sports infrastructure is a
recognised industry in India, having gained that status in
February 2016.04 Currently, the potential value of the sports
infrastructure market is estimated at INR80,000 crore Global and Indian trends
(USD11.9 billion).05 Additionally, the sports sponsorship India-specific developments
market in India grew approximately at 12.5 per cent year-on-
year (y-o-y) in 2015 to reach INR5,190 crore.06
Source: KPMG in India’s analysis, 2016
01. “Winning in the Business of Sports”, A.T. Kearney, 15 February 2014, KPMG in India’s analysis, 2016 05. “How to turn Indian games into a money-spinner”, Forbes India, 1 April 2016
02. US Dollar to Indian Rupee conversion done at 2014 yearly average rate of USD1 = INR63.469 06. “Sporting Nation in the Making-III”, ESP Properties – SportzPower, 6 April 2016
03. “Yearly Average Currency Exchange Rates”, Internal Revenue Service, 15 January 2016
04. “SPORTS INFRASTRUCTURE GETS INDUSTRY STATUS”, The Pioneer, 23 February 2016
© 2016 KPMG, an Indian Registered Partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved
11
Sports ecosystem in India

The sports ecosystem in India comprises of four types and organisation of sports events such as leagues and
The business of sports
of stakeholders across eight major segments. These tournaments. Manufacturers and retailers of sports
stakeholders form the crux of the system and are involved equipment and sports marketing companies complete the
across multiple areas of governance, infrastructure ecosystem.
development, talent scouting and training, funding support
Sports ecosystem of India
Sports Ecosystem
Governance Talent scouting Sports goods Sports Sports Infrastructure Sports Funding
and training manufacturing events retail development marketing
MYAS, SAI Train- Private sector NSFs, SSAs, Private SAI, central Private sector
organisations DSAs and state companies MYAS, SAI,
SAI ing Centres sector brick governments
producing in event and central
and training and mortar,
and exporting For-profit sponsorship and state
IOA, NSFs, institutes for and online PPPs for
sports goods franchisees, management governments
SSAs, DSAs coaches retailers stadia
sponsors,
NSFs, SSAs, and other
broadcasters NSFs
DSAs infrastructure
and
development
spectators
For-profit and For-profit and
non-profit non-profit
training entities
academies
Type of stakeholder
Government bodies Private entities Autonomous bodies Public-Private Partnerships
12
Key organisations managing sports in India

Key metrics of
Ministry of
Sports
Authority
of India
(SAI)
success in sports
Youth Affairs
and Sports
(MYAS)
National
Sports
Federations
Indian (NSFs)
Olympic Viewership Broadcasting
Association
(IOA)
Source: KPMG in India’s analysis, 2016.
MYAS Sponsorship Performance
The Department of Sports at MYAS is the apex government Source: KPMG in India’s analysis, 2016.
body for sports in India; it is primarily responsible for funding
the management and development of sports infrastructure,
and formulating sports development programmes. It also
provides funding and recognition status to NSFs that abide Stark rise in sports viewership across
by its guidelines. platforms
Indian sports viewership (TV) numbers grew 30 per cent
SAI over the two year period between 2014 and 2015 — driven
by the ICC Cricket World Cup and league-based events
SAI maintains government stadia, releases funds including IPL, PKL and ISL.07 Sports consumption in India
sanctioned by MYAS to NSFs, manages sports academic is on the rise with leagues as well international sports
institutions and training centres, and runs training and talent garnering strong support across multiple platforms (TV, in-
scouting schemes. It is responsible for carrying out the stadium and the internet).
objectives laid out by the MYAS.
Key indicators:
IOA • The Indian Super League (ISL) witnessed an impressive
IOA is the Indian representative for the International cumulative TV viewership of 429 million in its inaugural
Olympic Committee (IOC); it is an autonomous body that season in 2014; its viewership further grew 26 per cent
enforces the Olympic charter over NSFs of Olympic sports. y-o-y in the 2015 season08
It also organises the National Games and liaises with the
government for financial assistance. • ISL not only managed to pull crowds to TV, but also to
the stadium; the average attendance at ISL’s first season
was 24,357 — only below three of the world’s biggest
NSFs football leagues (Germany’s Bundesliga, Spain’s La Liga
and the English Premier League)09
NSFs are autonomous bodies responsible for promoting
their respective sports and organising tournaments; they are • The first season of Pro Kabaddi League (PKL) in 2014
assisted by state and district sports associations. NSFs play was watched by 435 million people, and its viewership
a pivotal role in developing a sport, as they work at the base increased 20 per cent y-o-y in its second season and 35
level, promoting a sport right from school and village levels per cent y-o-y in its third season10
up to the national level.
07. “Sony looks for playing fields beyond IPL”, SmartInvestor.in, 11 February 2016 09. “How India’s ISL became world football’s fourth biggest league”, The Guardian, 23 December 2014
08. “In 2016, Soccer, kabaddi & tennis leagues to offer tempting choice other than cricket”, The Economic 10. “PLAYING WITH A STRAIGHT BAT”, Duff & Phelps, June 2016
Times, 26 December 2015
13
• In its second season in 2015, the International Premier Sports broadcasters are betting on a
Tennis League (IPTL) attracted a large crowd of 14,000
spectators at the Indira Gandhi Indoor Stadium in Delhi diverse portfolio
owing to famed sportspersons including Roger Federer The sports broadcasting landscape in India has changed
and Rafael Nadal11 significantly with the rise of various sports leagues.
Broadcasters are increasingly looking to diversify their
• During its first season in 2015, the Pro Wrestling League

(PWL) was watched by an average of 31 million viewers portfolios with a variety of sports other than cricket, such as
per day12 golf, tennis, badminton, wrestling and kabaddi.
• Star India’s online content delivery platform Hotstar’s

viewership base expanded from 41 million at the end of Key indicators:
IPL 2015 season to 100 million during IPL 2016 season13 • Star India and Sony Pictures Networks (SPN) are
• In 2014, the FIFA World Cup witnessed a viewership of competing intensely to acquire sports properties; In
55 million, and in June 2016, the UEFA Euro Cup had 50.1 August 2016, SPN announced acquisition of Ten Sports
million viewers tuned in during the group matches.14 from ZEE17 to diversify its portfolio ahead of its renewal of
IPL’s TV broadcasting rights in 2017.
• Online sports consumption is rising at a fast pace,
Sponsorship on the rise with leagues driving broadcasters to build and utilise online content
In 2015, the Indian sports sponsorship market grew 12.5 delivery platforms; Star India (Hotstar) acquired online
per cent y-o-y to INR5,190 crore; it comprises of five broadcasting rights for IPL for INR300 crore and similarly,
major segments — on-air, on-ground, team, franchise SPN acquired the online rights for the FIFA World Cup
fee and endorsements. On air sponsorship is the largest (2014 and 2018) and the UEFA Euro Cup 2016.
segment; it accounted for 51.9 per cent share of the overall • International sports events are gaining traction in India —
sponsorship market in 2015, followed by on ground (19.8 per leading broadcasters to acquire rights for events such as
cent), team (10.8 per cent), franchise fee (9.4 per cent) and Spanish football league La Liga (SPN), German football
endorsements (8.1 per cent).15 league Bundesliga (Star India), Formula One (Star India)
and NFL Super Bowl (SPN)
Key indicators: • Regional language broadcasting for sports events has
• Cricket continues to dominate sports sponsorships in emerged as a major trend in the Indian market; Star India
India with 51 per cent share in on-ground sponsorship, relayed the ICC World Cup 2015 in six languages and
61 per cent in team sponsorship and 64 per cent in SPN launched Sony Kix for regional feeds — effectively
endorsements15 capturing sponsorships from regional brands such as
Anmol Biscuits.
• As India moves towards becoming a multi-sports nation,
leagues such as ISL and PKL are increasingly attracting
sponsors Performance at multilateral
• Corporates are betting big on sports to build brands — international events continues to lag
primarily due to their ability to attract a large number of The largest ever Indian contingent of more than 100
viewers simultaneously; for example, a leading digital sportspersons at the Rio Olympics 2016 won two medals —
wallet and e-commerce player has committed INR500 a silver in badminton and a bronze in wrestling. A prominent
crore over 2015–19 to the sports category, and is likely to reason for not being at par at the Olympics is the lack of
target upcoming leagues in the country.16 a culture of sports. Sports is not an integral part of school
curriculum, and is viewed as a recreational activity rather
than a career possibility. Some other probable reasons are:
• Insufficient infrastructural support
• Inadequate governance
• Lack of awareness about career opportunities in sports in
rural areas.
11. “In 2016, Soccer, kabaddi & tennis leagues to offer tempting choice other than cricket”, The Economic 14. “UEFA Euro 2016 | Group matches: 50.1 million viewers tune in”, Zapr, 27 June 2016
Times, 26 December 2015 15. “Sporting Nation in the Making-III”, ESP Properties – SportzPower, 6 April 2016
12. “Pro Wrestling League is season’s 2nd most-watched non-cricket tournament”, Business Standard, 1 16. “Four Brands that are Promoting Sports Beyond Cricket in India”, Advertising Age, 15 November 2015
February 2016
17. “Zee Entertainment sells Ten Sports to Sony Pictures for Rs 2,600 crore”, The Economic Times, 31
13. “PLAYING WITH A STRAIGHT BAT”, Duff & Phelps, June 2016 August 2016
14
Business of leagues Sports infrastructure

The success of IPL has led to the rise of several other
leagues in India; currently, there are around 11 operational
leagues in the country. While India is a latecomer in adopting
the league concept, it is rapidly covering ground; out of the
and training
11 operational leagues, nine were launched during 2013–16 Sports is primarily a state subject, and a huge portion of
and two more are planned in 2016.18 the sports infrastructure is owned and managed by state
governments. The role of the private sector is limited to
These are encouraging trends for the future of sports in Public Private Partnership (PPP), for-profit academies and
India. However, a special emphasis needs to be laid on CSR/non-profit initiatives.
keeping the leagues sustainable. It is a business which
requires high investments and has long gestation periods. The government is launching initiatives like the ‘Khelo
As of now, a large part of the leagues and their franchises India’ scheme, which focusses on developing sports
are unable to secure the expected financial returns. Only infrastructure in rural as well as urban areas, encouraging
a few franchises in IPL have been profitable— often not a sporting culture through competitions, and identifying
consistently. and nurturing young talent. However, there is a need for
greater involvement of the private sector. PPPs can help the
Teams across leagues are taking initiatives to attain success, government fastrack infrastructure development; therefore,
focussing on fan engagement and marketing, apart from on it is imperative to create favourable policies to attract private
field performance to build and cultivate a loyal fan base. investment. Moreover, states could integrate PPP in their
sports policies; some states such as Haryana and Madhya
Pradesh are already utilising the potential of this model.
Key success factors for a sports team
On-field
performance
Marketing
Celebrity
influence
Management
Fan
engagement
Geographic
location
Source: “Playing with a straight bat”, Duff & Phelps, June 2016.
18. KPMG in India’s analysis, 2016
15
Key issues and recommendations

Some key issues have been identified across the sports ecosystem in India, and a set of recommendations have been
suggested to drive their resolution. The following table highlights these recommendations.
Segment of the Issue Recommendations

ecosystem
Lack of accountability of sports • Assign goals and develop parameters to evaluate the effectiveness of their initiatives at the ground
federations level
Governance Conflict of interest within the • Delink politics from sports by restricting appointment of civil servants as officials at the IOA and
management national, state and district sports federations
• Encourage former sportspersons to join sports administration roles
Lack of a sports culture • Introduce sports as a mandatory part of the school curriculum to change the perception of sports
as just a recreational activity, encouraging parents to allow children to play different games and
explore this area
• Partner with foreign nations for long-term grassroots development for sports with potential talent
Performance at
sports events • Promote healthy living through sports such as running (marathons), swimming, etc.
Low count of medals at • Follow a focussed approach targeting sports with high internal potential, such as badminton,
multilateral events such as the boxing, shooting and wrestling
Olympics • Develop capabilities in medal intensive sports such as swimming
Limited involvement of the private • Incentivise involvement of private sector and non-profits organisations by providing monetary and/
sector or tax incentives
• Promote the PPP model extensively through favourable policies and make it integral to the sports
Infrastructure policy at state and central level
development
Restrictive guidelines for availing • Instead of only allowing the CPWD, state PWD, central/state PSUs to construct sports
the sports infrastructure creation infrastructure, a competitive bidding process involving the private sector can be used as well
grant under the ‘Khelo India’
Talent scouting and Lack of talent development at the • Encourage community participation for organising tournaments
training base level • Increase awareness and provide mentorship to young talented children
Sports events Profitability • Leagues and respective teams should invest in their businesses with a long-term view and focus on
the basics i.e., promoting their sport and developing young talent
India has a long journey ahead on its path to developing a

strong sports culture. It needs to begin at the base, and that
is what will build the future. To achieve excellence in sports,
the primary focus should be on developing an environment
conducive to growth and development of sportspersons,
just as it is for the ones that follow the path of academics.
Significant improvements are required in governance,
infrastructure and attitude towards sports to enable the
younger generation to look at sports as a viable career option.
16
Sports market
overview
18
Global overview
Over the years, sports has evolved as a noticeable sector for The sports events market — which comprises of gate fee
all economies, presenting myriad career as well as business (ticket sales), sponsorship, broadcasting and media rights,
opportunities. The scope of this sector varies globally. It and merchandise — accounted for approximately INR5.1
includes several segments: sports infrastructure, sports lakh crore (USD80 billion) in 2014. It is expected to grow at
events, training, goods manufacturing and retail. Moreover, a Compound Annual Growth Rate (CAGR) of 4.6 per cent to
the business of sports is not just limited to the mentioned INR6.1 lakh crore (USD 90.9 billion) by 2017.01
avenues; it has far-reaching implications on the global
economy due to its close association with other sectors,
including education, real estate and tourism. Further, sports Global sports events market size and growth
contributes significantly towards improving the overall (INR lakh crore, 2013–17F)
health and well-being of a country.
In 2014, the global sports market was estimated at INR37.8– CAGR= ~62 per cent
44.2 lakh crore (USD600–700 billion), accounting for
approximately 1 per cent of the global GDP.01 This includes
6.1
sports events, sports goods, infrastructure, and fitness and
training expenditure.
5.1
4.6
Global sports market size by key segments02,03
Segment Market size (2014)
Sports events INR5.1 lakh crore

(USD80 billion)
Sports apparel, INR19.7 lakh crore

equipment and (USD310 billion) 2013 2014 2017F
footwear
Source: “Winning in the Business of Sports”, A.T. Kearney, 15 February 2014.
Sports clubs (fitness, INR6.7 lakh crore

health and sports (USD105 billion)
Key revenue segments for sports events
training)
Infrastructure INR6.3–12.7 lakh crore

construction, food Sponsorship
and beverage and Gate fee
betting Fee
Merchandise
INR37.8–44.2 lakh crore

Total
Broadcasting
and media
Source: “Winning in the Business of Sports”, A.T. Kearney, 15 February 2014
rights
01. Winning in the Business of Sports”, A.T. Kearney, 15 February 2014, KPMG in India’s analysis, 2016
02. U.S. Dollar to Indian Rupee conversion done at 2014 yearly average rate of USD1 = INR63.469
03. “Yearly Average Currency Exchange Rates”, Internal Revenue Service, 15 January 2016
19
Gate fee Moreover, cricket continues to dominate Indian sports;

however, advertisers, broadcasters and viewers have
Gate fee refers to the revenue generated from ticket sales also increasingly gained interest in other sports, including
for a sports event. This segment accounted for 27 per cent kabaddi, football and badminton.08
share in the global sports events market in 2013.04 This share
has gradually declined over the years due to lesser footfalls in Following the Indian Premier League (IPL) model for cricket,
stadia, and the rising costs of sponsorship and media rights, several other sports franchises have sprung up in the past
which eventually took up a larger share of the market pie.05 two to three years. Sports that have gained greater fame due
to such league-based events include hockey, kabaddi, tennis,
badminton and wrestling. These events have attracted more
Sponsorship fee sportspersons, viewership, broadcasters and sponsors into
the business of sports in India.
Currently, sports events account for a large share of money
spent globally on sponsorships. In North America, they In 2015, the sports sponsorship market in India grew
are expected to generate approximately 70 per cent of the approximately 12.5 per cent year-on-year (y-o-y) to reach
region’s overall sponsorship revenue in 2016.06 Moreover, INR5,190 crore.08 Cricket maintained its stronghold in sports
sponsorship fees accounted for approximately 35 per cent advertising with 51 per cent share in on-ground sponsorship,
share04 in the global sports events market in 2013. There 61 per cent in team sponsorship and 64 per cent in
are five major segments of sports sponsorship — on- endorsements.08 However, league-based events for other
ground, team, franchise fee, athlete and on-air. Brands are sports, such as football (Indian Super League) and kabaddi
increasingly leveraging new avenues across these segments (Pro Kabaddi League) have propelled the interest of viewers
to attract the attention of sports fans. and sponsors towards these sports.
Broadcasting and media rights

Broadcasting and media rights emerged as a strong source
of funding for sports events, including TV, internet and
radio broadcasting rights. This segment accounted for Key trends driving the
global sports sector
approximately 35 per cent04 of the global sports events
market in 2013. It includes TV, internet and radio broadcasting
rights.
Merchandise Rising importance of technology and

Merchandise is a small, but high-potential revenue segment data
for the sports events market, of which it accounted for
approximately three per cent share in 2013.05 Merchandise Technology has gradually made its presence felt through
sales are directly proportional to the engagement level of applications across the entire value chain of sports business.
fans with sports, sportspersons and teams.05 For example, Game officials use innovative technologies, such as the
merchandising, apparel and licencing revenue earned by the hawk-eye to project the path of a ball, and video refereeing
Manchester United Football Club was approximately INR280 to check and correct game-related decisions. After cricket,
crore06 (GBP31.6 million) in 2015. Hence, sports organisations tennis and rugby, football is also set to introduce the
— including franchises, clubs and even national teams — are video refereeing technology by 2017–18.09 Broadcasters
increasingly making investments to attract a loyal fan base are increasingly using digital media to reach out to an
with the potential to lift their merchandise sales. increasingly tech-savvy audience through internet and
mobile applications.10 For example, from actually having a
company-logo painted on the ground, sponsors have also
moved on to virtual advertising, in which a sponsor’s logo
The India story appears to be on the ground (on TV) for a limited period of
time.
Teams and franchises are also increasingly using data
collected through various modes, such as social media and
The country’s sports sector is going through a significant ticket sales, to analyse fans’ behaviour. These efforts are
transition. In February 2016, the government accorded an aimed at increasing the merchandise sales and stadium
industry status to sports infrastructure07, which is expected attendance during matches.
to attract investments from the private sector, thereby not
limiting its role to just Corporate Social Responsibility (CSR)
activities and non-profit organisations, such as Olympic Gold
Quest.
04. “Winning in the Business of Sports”, A.T. Kearney, 15 February 2014, KPMG in India’s analysis, 2016 08. “Sporting Nation in the Making-III”, ESP Properties – SportzPower, 6 April 2016
05. KPMG in India’s analysis, 2016 09. “Football’s lawmakers approve live trials for video technology to aid referees”, The Guardian, 5 March
06. At a currency conversion rate of GBP 1 = INR 87.6077 as on 20 August 2016 2016
07. “SPORTS INFRASTRUCTURE GETS INDUSTRY STATUS”, The Pioneer, 23 February 2016 10. “A whole new ball game: how data and tech are changing sport”, The Guardian, 9 April 2015
20
Sportspersons have since long been leveraging technology Online consumption of sports content
to improve their performances and analyse opponents’
games/strategies. Technological applications for the
sports fraternity have become more specialised over the 13% 27%
years — moving ahead from video replays (to analyse a Live
Interviews streaming
sportsperson’s gameplay) to smart equipment (such as of game
18%
jerseys, helmets and wearable devices). These smart Shot clips events
devices are capable of relaying specific information of key game
on various kinds of parameters — including health, moments
performance, technique and strength — to mobile devices
through applications. These technologies are being used
by sportspersons in different fields, including cyclists,
swimmers, golfers, runners and tennis players.
Engagement through social media 20%

Highlight
Social media has rapidly grown to encompass a large share videos
of the global population. With monthly active users (unique more than
users in a month as of July 2016) to the tune of 313 million 5 minutes
of duration 22%
for Twitter and similar or higher numbers for other social Sports news
networks, social media offers a significant base of fans to
easily engage with.11, 12
Like in other industries, social media is acting as a game Source: Know the fan: The Global Sports Media Consumption Report, 2014.
changer in the sports sector too. It is working as a catalyst
in harbouring the interest of fans globally. By engaging fans
through social media, sports rights holders have discovered Driven by a young digital audience, and rapidly increasing
new communication channels with their audience that help smartphone and internet penetration, India is also
them to increase the engagement level. This also helps witnessing significant growth in online consumption of
in increasing the brand affinity and loyalty of customers. sports content. For instance, 60 per cent of the digital
Moreover, a large number of sportspersons also use the audience in India is within the age group of 13–35 years,
medium to connect with their fans and endorse their brand which is also the primary target audience for short-format
affiliations. sports, such as Twenty20 cricket.14
To cater to this growing trend, several broadcasters have
developed the required capabilities. For example, Star India
Increasing online consumption launched Hotstar, its online content platform, a fortnight
of sport before the International Cricket Council (ICC) Cricket World
Cup (CWC) 2015, and was successful in generating interest
Viewers are increasingly favouring online streaming of from its viewers. The cumulative viewership of ICC CWC
sports events over watching them on TV, as the online 2015 for all 49 matches on Star India’s online properties
option gives them the flexibility of time and space. (starsports.com and hotstar.com) was 87 million.15
Amongst the devoted sports enthusiasts globally, 45 per Moreover, Hotstar’s viewership base expanded from 41
cent prefer viewing sports content online compared to million at the end of IPL 2015 season to 100 million during
33 per cent who prefer the television medium. Also, 52 IPL 2016 season.16 Also, Sony LIV — the online content
per cent of fans make use of a tablet or smartphone to delivery platform owned by Sony Pictures Networks (SPN)
access sports content while watching television.13 This was — aired UEFA Euro 2016 (July 2016) in India and seven other
evident in the recently concluded Rio Olympics – television Asian countries.
viewership declined for the official broadcaster in the U.S.,
while online viewership registered a sharp increase.
11. “The Top 20 Valuable Facebook Statistics – Updated July 2016”, Zephoria Digital Marketing, July 2016 14. “India Experiences Higher Consumption of Digital Sports Content”, Advertising Age India, 9 June 2016
12. “By The Numbers: 170+ Amazing Twitter Statistics”, DMR, 31 July 2016 15. “India World Cup matches deliver a boost for Star’s Hotstar app”, Live Mint, 21 April 2015
13. “10 Stats to Help You Increase Sports Fan Engagement”, Scribble Live, 19 February 2014 16. “PLAYING WITH A STRAIGHT BAT”, Duff & Phelps, June 2016
21
Growing female viewership These trends clearly show that broadcasters and sponsors
need to modify their strategies to cater to the increasing
There has been an upsurge in global female viewership number of female viewers. A few advertisers and sponsors
for sports events. For example, female viewership for the have already started capitalising on these trends. For
National Football League (NFL) (at 26 per cent in 2014) has instance, Zivame, an online lingerie store tied-up with U
grown at a faster pace compared with male viewership (18 Mumba, a Pro-Kabaddi team, to support a cause outlining the
per cent growth in 2014).17 Further, it has been observed need to safeguard the dignity of women.22 It is anticipated
globally that apart from watching the game, female fans that other female-oriented brands could follow suit.
follow it over second screens for game-related activities,
majorly on social media. This trend is gaining traction, and Teams and sports associations are also cognisant of the fact
sponsors and broadcasters could capitalise on this. and are trying to attract the attention of female viewership
and fandom. In fact, parallel tournaments are being
In India too, sports viewership is no longer male dominated, organised for women in cricket and football; for example, the
as females and kids comprise a significant portion of the ICC Twenty20 Cricket World Cup was held in parallel for both
viewership pie. The ninth season of the IPL (2016) had 41 men and women teams. Several teams are also planning to
per cent of its viewers as females (including rural).18, 19 In the establish sports academies for women. Gauging the market
first season of ISL, approximately 57 per cent of the total enthusiasm, this trend of women following and playing
429 million viewers were women and children.20 Similarly, sports is likely to stay.
this demographic accounted for about one-half of the total
viewership in the second season of PKL.21
Female viewership — Indian sports leagues
India-specific
Indian Premier League
(2016)
41 per cent females developments
Increasing viewership, sponsorship
and participation in sports other
Pro Kabaddi League
39 per cent females; than cricket
(2015)
50 per cent including
children While cricket dominates the sports market in India, the
country has also embraced other sports with much zeal and
enthusiasm. Following the footsteps of the Board of Control
for Cricket in India (BCCI), several sports federations and
private organisations have contributed in the development of
International Premier 38 per cent females league-based tournaments — capitalising on the IPL model.
Tennis League (2014)
During 2013–15, eight major league-based sports
tournaments were launched; these include ISL, PKL, Premier
Badminton League (PBL) and Hockey India League (HIL).
While some of these events tasted instant success, others
fell short of gaining adequate traction among viewers,
Hockey India League advertisers as well as broadcasters. PKL and ISL witnessed
35 per cent females
(2014) amazingly high cumulative viewership (TV) of 435 million
and 429 million, respectively, over their inaugural seasons
in 2014.20, 21 These numbers almost match up to their eldest
sibling (i.e. IPL), which had 552 million viewers in its 2014
season.20
Indian Super League 57 per cent women Moreover, in 2015, TV viewership of PKL and ISL grew 20 per
(2014) and children cent and 26 per cent, respectively.23
Source: Advertising Age India, Star TV, exchange4media, Firstpost, “India Sports Sponsorship Report”,
Group M-Sportz power, 2015
17. “The NFL Is Growing Only Because of Women”, Bloomberg Business, 26 September 2014 21. “Pro Kabaddi League shows 45 percent rise in TV viewership in second season”, Firstpost, 31 July 2015
18. “121 million viewers tuned in for IPL 9 final”, The Economic Times, 10 June 2016 22. “U MUMBA COLLABORATES WITH ZIVAME TO SALUTE THE “DIGNITY OF WOMEN””, This Week
19. “SPN’s sports cluster will grow by 15-20% this year: Prasana Krishnan”, exchange4media, 27 June 2016 Bangalore, 5 August 2014
20. “Indian Super League viewership surpasses FIFA World Cup”, The Economic Times, 31 December 2014 23. “The Future: Now Streaming: Indian Media and Entertainment Industry Report 2016”, KPMG in India,
March 2016
22
Sponsorship money raised by other sports is also on the rise.

On-ground sponsorship in 2015 increased to a noteworthy
300 per cent in kabaddi, 91.6 per cent in football, 53.5 per
cent in marathons and 32 per cent in tennis.24 ISL was able
to double its central sponsorship pool from the first season
in 2014 to the second in 2015 — earning approximately
INR100 crore.25 PKL also generated a sponsorship revenue
of INR45 crore for its broadcaster and investor Star India.24
Such sports event leagues have brought limelight to
talented sportspersons who were largely going unnoticed.
Moreover, the amount of money that sportspersons earn,
serves as encouragement for several players to pursue a
career in sports.
Growth in rural viewership numbers

Regional games packaged in interesting league formats
have been successful in garnering rural viewership as well.
Broadcast Audience Research Council (BARC) India reported
that the rural contribution to the number of impressions was
as high as 45 per cent in the sports genre.26 This trend is
consistent across new sports leagues as well. For example,
ISL Season 2 garnered 47 per cent of its viewership from
rural areas, with 210 million out of 447 million TV Viewership
in Thousands (TVTs) coming from the rural markets.27
High levels of interest in rural areas is indicative of the latent
potential in rural sports offering. With Star India placing
its hope on kabaddi and Sony Pictures Network (SPN) on
wrestling, the broadcasters too are vying to woo the rural
viewership. The interesting part here is that they are trying
to present these predominantly rural sports with an urban
packaging, and have seen significant traction.28
Rising number of sports start-ups

India has witnessed the entry of multiple start-ups in sports
over the past few years; these include companies involved
in sports infrastructure, data/content aggregation, education
and training, online retail, technology and online ticket-
booking.
While start-ups, such as Smaaash Entertainment and Kick,
provide experiential infrastructure for playing outdoor games
in an indoor environment, online aggregators — Fitternity
and Fitpass — help people search for fitness training
centres in their location. Online sports retail segment is
also witnessing a surge in start-ups, which include Mahesh
Bhupathi- and Yuvraj Singh-backed Sports365.in.29 Another
area of high entrepreneurial interest is sports technology,
wherein companies, such as SlamdunQ and Fantain, use
data analytics to help athletes improve their performance,
and allow teams and franchises to measure fan engagement
to build stronger relationships.
India is also likely to witness a continued growth through
start-ups in the sports sector, as the market is still in its
nascent stage.28
24. “Sporting Nation in the Making-III”, ESP Properties – SportzPower, 6 April 2016 27. “Three most promising greenshoot sporting leagues in India”, The Economic Times, 9 December 2015
25. “ISL season preview: Central sponsorship doubles to Rs 100 cr as 2015 promises better football, bigger 28. KPMG in India’s analysis, 2016
battles”, Firstpost, 3 October 2015 29. “Sports startups are trying to change the game”, The Times of India, 3 April 2016
26. All India BARC Data for Week 41, 2015 to Week 7, 2016
Indian sports
ecosystem:
Governance
and challenges
24
Key components of the Indian sports ecosystem

The Indian sports ecosystem comprises of stakeholders On the other hand, sports goods manufacturing and
from a wide range of fields, including governance, sports retail, and sports marketing activities (such as events and
events, manufacturing, retail, infrastructure development, sponsorship management) are solely under the private
talent scouting and training, and sports marketing. sector. Private for-profit and non-profit organisations also
play an important role in training, funding and infrastructure
The Ministry of Youth Affairs and Sports (MYAS) and the development through Public–Private Partnerships (PPPs).
Sports Authority of India (SAI) are key stakeholders of
the Indian sports ecosystem. These government bodies Another key stakeholder, although not involved in the
are involved extensively in governance, funding, talent governance or management of sports, is the ‘sports
scouting and training (of players as well as coaches), and fan’. Fans bring life to a sport, and are key to earning
infrastructure development. The autonomous bodies sponsorships, media rights, as well as selling merchandise.
— Indian Olympic Association (IOA), National Sports
Federations (NSFs), State Sports Associations (SSAs) and
District Sports Associations (DSAs) — play a major role
in organising and managing sporting events, and talent
scouting and training.
Sports ecosystem of India
Sports Ecosystem
Governance Talent scouting Sports goods Sports Sports Infrastructure Sports Funding
and training manufacturing events retail development marketing
MYAS, SAI Train- Private sector NSFs, SSAs, Private SAI, central Private sector
organisations DSAs and state companies MYAS, SAI,
SAI ing Centres sector brick governments
producing in event and central
and training and mortar,
and exporting For-profit sponsorship and state
IOA, NSFs, institutes for and online PPPs for
sports goods franchisees, management governments
SSAs, DSAs coaches retailers stadia
sponsors,
NSFs, SSAs, and other
broadcasters NSFs
DSAs infrastructure
and
development
spectators
For-profit and For-profit and
non-profit non-profit
training entities
academies
Type of stakeholder
Government bodies Private entities Autonomous bodies Public-Private Partnerships
25
Governance structure
Sports in India are governed and managed jointly by government schemes and managing training centres and
government organisations at the centre and state levels, other sports infrastructure. On the other hand, IOA governs
along with autonomous federations and associations. the Olympic sports by overseeing NSFs. The involvement of
There are two apex bodies which govern sports in India — the government is high in sports governance in India, while
MYAS and IOA. MYAS governs sports primarily through that of the private and non-profit institutions is limited. Also,
SAI, which is responsible for promoting various sports the government provides financial support to NSFs and
disciplines (Olympic and non-Olympic), implementation of sportspersons, and thus, seeks accountability as well.01
Sports governance in India

Olympic Sports
International
Olympic Central
Committee (IOC) Government
Ministry of Youth
Indian Olympic Affairs and Sports
Association (IOA) (MYAS)
Non Olympic
Sports
Sports National Sports

National Sports Authority of Federations
Federations (NSFs) India (SAI) (NSFs)
State Sports State Olympic SAI Training Centres of Academic State Sports
Associations Associations Centres Excellence Wings Associations
(SSAs) (SOAs) (SSAs)
District Sports District Sports

Associations Associations
(DSAs) (DSAs)
Body at the arrow end reports to/affiliated with the body at other end
01. National Sports Development Code, The Ministry of Youth Affairs and Sports, 2011
26
Roles and responsibilities of major governing entities

Governing body Key responsibilities
Ministry of Youth • The Department of Sports at MYAS develops infrastructure and builds capacity to help produce quality athletes to represent India at
Affairs and Sports international events
(MYAS)
• Introduces and implements policies (for example, the National Sports Development Code) for NSFs and other entities involved in
sports governance
• Launches and manages sports development programmes and schemes, such as the Scheme of Assistance to National Sports
Federations and National Welfare Fund for Sportspersons
• Determines the guidelines for recognition of NSFs, the scale of assistance to be provided to them, conditions for their eligibility to
receive government funding and release of funds to IOA
Sports Authority of • Carries out MYAS’ objectives

India (SAI) • Promotes sports in India, and maintains and utilises stadia, including the Jawaharlal Nehru Sports Complex, Major Dhyan Chand
National Stadium and Indira Gandhi Sports Complex
• Releases funds to NSFs and supports them in identifying and training sportspersons, provides infrastructure and equipment, and
any other assistance as per the government guidelines
• Runs schemes, such as SAI Training Centres (STC) Scheme, National Sports Talent Contest (NSTC) Scheme and Army Boys Sports
Companies (ABSC) Scheme
• Manages and runs two academic wings — Netaji Subhas National Institute of Sports (NSNIS), Patiala and Lakshmibai National
College of Physical Education (LNCPE), Thiruvananthapuram — to produce competent coaches, sports scientists and physical
education teachers.
Indian Olympic • IOA is affiliated with the International Olympic Committee (IOC), Olympic Council of Asia (OCA) and the Commonwealth Games
Association (IOA) Federation (CWF)
• Manages the preparation and participation of sportspersons in international sports events, including the Olympic Games, Asian
Games, South Asian Games and Commonwealth Games
• Receives facilitations from NSFs of each Olympic sport and other institutions, such as the NSNIS
• Organises the National Games that is typically conducted every two years
• Liaises with the Government of India for financial support, governs NSFs, and also promotes Olympic sports in the country.
National Sports • NSFs are typically affiliated with international bodies representing their respective sport; NSFs of Olympic sports also need to abide
Federations (NSFs) by the guidelines set by IOA and those of the Olympic Charter of IOC
• Promote their respective sports across the country, for which SSAs and DSAs assist them
• Scout for talented sportspersons, support their training, and organise tournaments and championships within their respective
jurisdictions
• Facilitate participation of Indian sportspersons at international events for their respective sports.
Source: “National Sports Development Code”, The Ministry of Youth Affairs and Sports, 2011, Sports Authority of India website, www.sportsauthorityofindia.nic.in, accessed as on 15 August 2016, Indian Olympic Association
website, www.olympic.ind.in, accessed as on 15 August 2016.
27
Functioning of NSFs
The autonomous roles that NSFs play make them highly NSFs play a pivotal role in developing
crucial for the development of sports in the country. While

they exercise independence in functioning, they also bear a sport
the responsibility for a sport’s popularity. Therefore, even On one hand, there is the BCCI, which has led Indian cricket
though NSFs are autonomous bodies, the government to soaring heights, and on the other hand are hockey, karate
oversees their operations, as they represent India on the and gymnastics (to name a few), which have suffered due
international stage. The government seeks accountability to their federations being plagued by governance issues,
from NSFs to ensure that they perform their duties including factionalism.03 However, the future does seem
responsibly; it is ascertained through an annual review of bright — with several sports having their own league-based
their accounts and activities performed towards promoting events in India. These include football, tennis, badminton and
their respective sports. This annual recognition is mandatory kabaddi. In fact, kabaddi is a classic example of how a sport
for federations seeking the ministry’s assistance, which can rise quickly from being perceived as just a rural sport
includes funds for promoting the sport and organising to one that gained the interest of millions of fans, including
championships, and relaxations in custom duties for women and children, both in rural and urban areas.
procuring sports equipment. However, the federations not
availing grants from the government (for example, BCCI) are
eligible to receive permanent recognition instead of annual
recognition.02
Case study: How Amateur Kabaddi Federation of India (AKFI) helped raise kabaddi to
international fame
Kabaddi is an ancient game, generally popular in the Indoor Games in 2007 and the Asian Beach Games
South Asian region. In India, it was highly popular in a in 2008. Moreover, the Indian team has won the gold
few states, including Punjab, Haryana, Maharashtra, medal five times (2004, 2007, 2010, 2011 and 2013) in
Tamil Nadu and Andhra Pradesh. However, it has now kabaddi world cups and seven times at all the Asian
gained inroads into the whole country with massive Games during 1990–2014. This stellar performance at
viewership numbers that have only gone north since international events can also be partially credited to
approximately 435 million people watched the first AKFI’s good governance.
season of Pro Kabaddi League (PKL) in 2014.
AKFI, IKF and AKF also extended their support when
Although it was PKL — promoted by Mashal Sports and cricket commentator Charu Sharma- and industrialist
Star India — that sensationalised kabaddi and made it Anand Mahindra-backed Mashal Sports was trying to
immensely popular within a couple of years, it was the establish PKL. Any effort to promote a sports league in
national and international federations of the sport that the country should have a formal partnership with the
had been making consistent efforts to promote kabaddi relevant national federation.
globally for many decades. As a result of the efforts
of the AKFI, the International Kabaddi Federation (IKF)
and the Asian Kabaddi Federation (AKF), the game
found a place in the Asian Games in 1990, the Asian
Source: KPMG in India’s analysis, 2016, “How Star turned Kabaddi into a TRP Jackpot”, Afaqs, 9 March 2016, Official website if Amateur Kabaddi Federation of India, www.indiankabaddi.org, accessed as on 15 August 2016,
“Why the Indian kabaddi team is the most successful in the world”, Sportskeeda, 27 November 2015.
02. National Sports Development Code, The Ministry of Youth Affairs and Sports, 2011
03. Tennis Federation remains derecognised”, The Times of India, 16 March 2016
28
Key challenges faced by

the Indian sports ecosystem
As the sports sector in India is governed by both the central In light of these, and several other such incidents, the
and state governments, it is often hampered by bureaucracy government and the courts of law need to take greater
and politics. This is majorly due to low level of private sector responsibility for cleaning up the system. While autonomy
involvement in sports development in India — except of federations is essential to provide an environment that
in cricket. Many federations are highly dependent on allows for unrestricted growth (as has been in the case
government funding for carrying out their key objectives, of cricket), it is also necessary to hold the federations
such as organising championships, procuring equipment accountable for their actions (or inactions) as they represent
and training sportspersons. The current model of sports India at international sporting events.
governance not only breeds inefficiencies; issues around
irregular activities have also been reported in the past.
The following points elaborate on a couple of pressing
Conflict of interest within
concerns regarding sports governance in India: the management
Many sports federations are not headed by sports persons
Lack of accountability of sports but often by people involved in politics as well. In 2015, more
federations than one-half of the recognised federations had politicians
at the helm.07 The major reason for this is understood to be
In the recent past, India has witnessed several cases of sports’ potential to provide a strong connect with the public.
non-compliance by sports federations. These include a ban However, this may create a conflict of interest wherein
imposed on the IOA by the IOC for appointing corruption- the people who are responsible for the development of a
tainted officials at the helm. Imposed in December 2012, the sport in autonomy, may also have close connections with
ban was lifted in February 2014, when IOA conducted fresh policymakers. This allows for mismanagement to creep in
elections.03 sports governance.
Several sports federations have been engrossed in a battle It is imperative that sports is delinked with politics, both
for national recognition, which proves to be detrimental formally and informally. In July 2016, the Supreme Court
for sportspersons as well as the country’s standing on of India took a significant step towards improving sports
the international stage. For example, the Indian Hockey governance; it accepted major recommendations of the
Federation (IHF) and Hockey India (HI) were involved in a Lodha Committee on BCCI’s governance. These included
seven year long battle for recognition that only ended in a bar on appointment of civil servants and ministers in the
September 2015 when the Court of Arbitration for Sports country’s apex body on cricket. Thus, better governance
(CAS) announced its verdict that allowed HI to retain its guidelines can improve efficiencies in the system.
status as Hockey’s national body in India.04, 05 Similarly,
karate is currently going through a situation wherein the
Karate Association of India (KAI) and the All India Karate
Do Federation (AIKF) are undergoing a legal battle for
recognition, but none of them have received recognition
for the calendar year 2016. Tennis, gymnastics, basketball
and judo federations were also excluded from the list of
recognised NSFs for the year 2016 due to non-compliance
with the National Sports Development Code (NSDC) of India.
The most common reasons for NSFs getting derecognised
have been observed to be irregularities in conducting
elections, and non-compliance with the tenure and age
restrictions of the office bearers.06
03. “India Olympics ban lifted after new officials elected”, BBC News, 11 February 2014
04. “The end of a battle”, The Hindu, 21 September 2015
05. “CAS dismisses IHF plea, rules in favour of Hockey India”, The Times of India, 19 September 2015
06. “Irregularities in Sports Bodies”, Press Information Bureau, 3 March 2015
07. “Government is a spoilsport”, The Hindu, 30 January 2015
India in sports:
Key metrics of
success
30
A country can assess its progress in sports on the basis On the other hand, there are other sports, including football,
of four key parameters. These include performance at kabaddi, badminton, hockey and tennis, which have grown
international sporting events, sports viewership numbers, on cricket-crazy Indians after the introduction of their
broadcasters’ interest in carrying and buying sports respective leagues. Of these, football and kabaddi took off
properties, and investments in marketing or sponsorship really well, evident from the viewership numbers they have
money in the system. earned. In their inaugural seasons in 2014, about 435 million
viewers tuned in to PKL and 429 million watched ISL.05, 06
These numbers are comparable to IPL’s viewership of 552
million in the same year.05 According to Star Sports, PKL’s
viewership grew 51 per cent on a cumulative basis, over
its four seasons conducted so far.07 Pro Wrestling League
(PWL) pulled off a surprise debut by garnering an impressive
average daily reach of 31 million viewers in December
2015.08 Even the stadium attendance soared at these events.
The average attendance at ISL’s first season was 24,357,
only below three of the world’s biggest football leagues
Viewership Broadcasting
— Germany’s Bundesliga, Spain’s La Liga and the English
Premier League.09 Similarly, PWL appealed to the audiences
in Himachal Pradesh, Chandigarh, Punjab and Haryana,
leading to an impressive stadium occupancy of over 90 per
cent in north India.08
Another evidence of India’s growing interest in other sports
is provided by the impressive viewership ratings achieved
by the recently concluded Rio Olympics — despite the odd
hours. According to data provided by Broadcast Audience
Research Council (BARC) India, the opening ceremony
Sponsorship Performance (which kicked off at 4:00 a.m. IST on 6 August 2016) got 0.5
million impressions across all the nine channels (including
Source: KPMG in India’s analysis, 2016. Doordarshan and eight-channel bouquet from the Star India
network) it was broadcast on.10 Also, according to Zapr, an
analytics company, 5.6 million viewers in India tuned in live
for the ceremony and 6.1 million watched its repeat telecast
later in the day.11 The viewership spiked when Indian
Viewership athletes were on — 14.4 million viewers were recorded

during India’s first hockey match and 15.4 million just an
hour later when Indian tennis stars Leander Paes, Rohan
Bopanna and Sania Mirza played their initial matches.11
Over the two year period between 2014 and 2015, sports
viewership in India grew 30 per cent on the back of various The encouraging viewership numbers for non-cricket sports
sporting events, including the ICC Cricket World Cup, IPL, in India indicate an all-inclusive rise in sports consumption.
PKL and ISL.01 World Wrestling Entertainment (WWE) is
another programme that has a significant fan base in India.
Indians are increasingly following several sports apart from International sporting events also
cricket — indicating a drive towards becoming a multi-sport garner healthy acceptance in India
nation.
India has an impressive fan following even for sports that
have very low representation from the country. WWE is
Cricket vs everything else one such example; the programme is aired on Ten Sports
network which has enhanced the channel’s popularity
The 2015 ICC Cricket World Cup was watched by a consistently. The programme’s average weekly viewership
cumulative 635 million Indians until India lost the semi-final (per 1,000 minutes of WWE telecast) rose from 5.7
match against Australia.02 In 2016, this was followed by Gross Rating Points (GRPs) in 2012 to 9.2 GRPs in 2015.12
the ICC World Twenty20, which witnessed a cumulative Moreover, in January 2016, thousands of WWE fans flocked
viewership of 730 million.03 Moreover, IPL’s 2016 season to the Indira Gandhi Indoor Stadium, New Delhi to watch the
garnered 347 million viewers, a 22 per cent growth over the WWE event live.
previous season. As a result of IPL’s massive returns, the
incumbent official broadcaster Sony Pictures Networks
(SPN) India is keen on continuing its association with the
mega league after its initial contract expires in 2017.04
01. “Sony looks for playing fields beyond IPL”, SmartInvestor.in, 11 February 2016 08. “Pro Wrestling League is season’s 2nd most-watched non-cricket tournament”, Business Standard, 1
02. “ICC World Cup is biggest ever on Indian television”, The Hindu, 2 April 2015 February 2016
03. “ICC T20 World Cup was watched by 730 million viewers in India”, The Economic Times, 18 April 2016 09. “How India’s ISL became world football’s fourth biggest league”, The Guardian, 23 December 2014
04. “Sony makes move to retain IPL’s TV rights”, The Indian Express, 3 June 2016 10. “India looks beyond cricket, Olympics viewership a game changer”, The Financial Express, 20 August
2016
05. “Pro Kabaddi league viewership second only to IPL”, The Hindu, 15 September 2014
11. “Rio Olympics: Indian athletes receive highest viewership”, Zapr, 11 August 2016
06. “Indian Super League was watched by 429 million on TV according to TAM data”, The Times of India, 30
December 2014 12. “Ten Sports undisputed leader in sports TV viewership courtesy WWE”, Indiantelevision.com, 19 July
2015
07. “Pro Kabaddi records rise viewership for fourth straight season”, The Indian Express, 13 August 2016
31
The recently concluded UEFA Euro Cup had 50.1 million

viewers tuned in during the group matches held between 11
and 23 June 2016; these numbers were achieved despite the
late night timings for the Indian audience.13
Sponsorship
Sponsorship in sports primarily comprises five segments-
on-ground, team, franchise fee, sportspersons/

Indian viewers of 2016 UEFA Euro Cup — by state endorsements and on-air. In 2015, the overall sports
sponsorship market in India grew approximately 12.5 per
cent to INR5,190 crore.17
47.8% On air sponsorship has consistently accounted for the bulk

Others (52 per cent in 2015) of total sports advertising in India. It
grew 6.7 per cent in 2015, and the rising popularity of several
league-based tournaments, such as Indian Super League
(ISL), Pro Kabaddi League (PKL), Pro Wrestling League
(PWL) and Hockey India League (HIL) drove the results.
Also, on ground sponsorship witnessed a stark rise of
17.8% approximately 30 per cent y-o-y in 2015 — driven by football
West and kabaddi, wherein on ground sponsorship rose by 91.6
Bengal per cent and 300 per cent, respectively.17
Indian sports sponsorship market — by segment

(INR’00 crore, 2010–15)
2.7
4.2
6.2
10.8% 4.9
3.3
Maharashtra 2.9 3.8
9.3% 7.2 4.8 5.6
8.6% 2.5 4.8
Kerala 5.3
Tamil Nadu 2.8 4.9
5.7% 4.6 7.1 6.7 4.6
Karnataka 10.3
7.9
10.4 7.1 7.6
Source: “UEFA Euro 2016 | Group matches: 50.1 million viewers tune in”, Zapr, 27 June 2016.
Moreover, in 2014, the FIFA World Cup witnessed a

20.0 30.0 22.5 22.5 25.2 26.9
viewership of 55 million, out of which 32 million were men
and 23 million were women.14
The viewership for basketball as a game has also jumped
from almost nothing to 50 million in the last two to three
years.15 Basketball infrastructure available in urban areas is 2010 2011 2012 2013 2014 2015
developing, and is attracting female attention too; NBA saw a
high female viewership of about 35 per cent in India.16 On air On Ground Team
Franchise fee Endorsements
Source: “Sporting Nation in the Making-III”, ESP Properties – SportzPower, 6 April 2016.
13. “UEFA Euro 2016 | Group matches: 50.1 million viewers tune in”, Zapr, 27 June 2016 16. “National Basketball Association launches online store to promote brand in India”, Business Standard,
14. “40% of Fifa World Cup’s desi TV audience were women”, The Times of India, 25 July 2014 6 May 2014
15. “NBA eyes India as part of global drive”, Channel News Asia, 16 May 2015 17. “Sporting Nation in the Making-III”, ESP Properties – SportzPower, 6 April 2016
32
Cricket continues its dominance Sponsors betting beyond cricket

In 2015, cricket maintained its stronghold on Indian As India continues its journey from being a single-sport
sports advertising with a 51 per cent share in on-ground nation to a multi-sport one, sponsors are also pouring
sponsorship, 61 per cent in team sponsorship and 64 per money to that effect. Leagues and teams associated with
cent in endorsements.18 The biggest cricketing event — the other sports, including football, kabaddi, hockey, tennis,
ICC Cricket World Cup, which is expected to have earned badminton and wrestling, have raked in significant money in
Star India (the official broadcaster) approximately INR600 the past couple of years.
crore from sponsorships drove the market. Spot rates for a
10 second slot during marquee India games were estimated The number of central sponsors for ISL rose from 10
to have hit a new high — at INR25 lakh for the India–Pakistan in its 2014 season to 18 in the next one, doubling the
match and INR15 lakh for the India–Australia semi-final. amount of central sponsorship to INR100 crore in 2015.18, 23
However, with India crashing out in the semi-final and the Primarily due to ISL, the on-ground sponsorship for football
World Cup being played in Australia and New Zealand, the skyrocketed at the rate of 91.6 per cent in 2015 to INR114
revenues did not match up to Star India’s expectations of crore. Moreover, team sponsorships in football rose 64.2 per
INR850 crore.19 Nonetheless, IPL made up for what was cent in 2015 to INR99 crore, after having grown 227 per cent
lost in the World Cup. the previous year.18 India is also set to host the Fédération
Internationale de Football Association (FIFA) U-17 World
The mega-event raked in INR1,000 crore for the broadcaster Cup in 2017, which would be India’s first opportunity to host
SPN in its eighth season in 2015.20 Moreover, in the 2016 a FIFA tournament; the World Cup is also likely to attract a
season, IPL is estimated to have earned SPN INR1,200 significant amount of sponsorship.24 Further, in 2015, PKL
crore — a sizeable 20 per cent increase.21 Even though the generated a revenue of INR45 crore (in its second season)
broadcaster had raised ad rates by about 20 per cent for the for its broadcaster and investor Star India; this was expected
ninth season of IPL, it managed to close 90 per cent of its ad to go up to INR70 crore in its fourth season in 2016.25
inventory as early as a month before IPL started.21, 22
The trend is likely to strengthen further with other
leagues, including Pro Wrestling League (PWL), Premier
Badminton League (PBL) and International Premier Tennis
Revenue generated by SPN from IPL (INR’00 crore, League (IPTL), also gaining momentum. Moreover, it is
2008–16) not just cricketers who are making big money through
endorsements; other sportspersons, such as shuttler
Saina Nehwal, boxer Mary Kom and tennis player Sania
Mirza, have also benefitted. These three alone accounted
12.0 for 40 per cent of the total endorsements showered on
non-cricketers in 2015.18 It is likely that the new Olympic
medalists Sakshi Malik and P V Sindhu would also join the
10.0 club, indicating a healthy trend for Indian sports.
9.0
8.0 8.0
6.5
6.0
4.0
3.1
2008 2009 2010 2011 2012 2013 2014 2015 2016
Source: “IPL 9: With over 80 sponsors, it’s carnival time for brands”, exchange4media, 5 May 2016.
18. “Sporting Nation in the Making-III”, ESP Properties – SportzPower, 6 April 2016 22. “Sony closes 90% of its ad inventory for ninth season of IPL”, The Financial Express, 3 March 2016
19. “With World Cup viewership worse than 2011 edition, Star misses Rs 850-crore ad target”, The 23. “ISL season preview: Central sponsorship doubles to Rs 100 cr as 2015 promises better football, bigger
Economic Times, 6 April 2015 battles”, Firstpost, 3 October 2015
20. “IPL 9: With over 80 sponsors, it’s carnival time for brands”, exchange4media, 5 May 2016 24. “Lalpekhlua: Hosting the U-17 World Cup is a golden opportunity”, FIFA, 3 June 2016
21. “IPL 2016: Viewership Grows, Advertisers Multiply & Ad Revenue Reaches the Highest Ever”, 25. “Pro Kabaddi League signs on 11 sponsors for season 4”, Livemint, 27 June 2016
Advertising Age, 6 June 2016
33
Corporates bank on sports

sponsorships to build brands Case study: How Emirates utilised sports
sponsorships for brand building
As a category of sponsorship portfolio, sports is considered
a good brand building and consumer engagement platform. Emirates has consistently and effectively used
sports sponsorships to build its brand’s image
The recently concluded Rio Olympics witnessed an upsurge

in sponsorships from brands, including Amazon and Amul. and credibility by telling the story right. They have
Several brands are increasingly leveraging sports for their a strong sports portfolio globally, which includes
high viewership potential; however, some specifically do football, cricket, rugby, baseball and motor sports.
it because they intend to create an association between As of early 2015, the company’s annual budget for
sports and their products. For example, R S Sodhi, Managing sports sponsorships was estimated at INR2,150
Director, Amul, believes that sports sponsorships are crore (USD320 million) — nearly one-half of its
appropriate for their brand because milk is a natural source of overall annual marketing budget.
energy and that is what sportspersons need.26 The company currently sponsors major football
The scope of brand visibility provided by sports events is teams, including AC Milan, Real Madrid, Paris Saint-
unmatched. Hence, the Indian sports arena has witnessed Germain and Arsenal. It also has a football stadium
a host of loyal sponsors, such as Sahara India Pariwar and to its name. In cricket, Emirates has a deal with
Hero Motocorp. Sahara sponsored the Indian team for over the International Cricket Council (ICC), which gives
a decade until December 2013. It also invested in Pune it a presence at all international matches through
Warriors, a former IPL team.27 Similarly, Hero Motocorp has umpires’ uniforms. It is also a global partner with
utilised sports as a medium for ‘intense’ brand building in Formula One, and sponsors over 15 events in golf.
the Indian as well as global markets. It has sponsored IPL Emirates goes a step further than simply putting
teams — Delhi Daredevils and Mumbai Indians, and is also money to get its logo flashed on TV; it also engages
the title sponsor of ISL and HIL.28 A leading digital wallet with sports fans around the world — a huge,
and e-commerce player also gained significant traction with passionate target group in itself.
its internet-savvy target group of youngsters through its
investments in 2015 ICC Cricket World Cup. As a result, the Emirates’ flight attendants often perform on the
company decided to commit INR500 crore over 2015–19 to playing fields, engaging fans through a safety
the sports category, and is likely to target upcoming leagues demonstration and game moves. Emirates’
in the country.28 A classic example of brand building through strategy lies in uniform deals, as they provide
sports sponsorships is provided by Emirates Airlines. a ‘human link’. According to Boutros Boutros,
DSVP Corporate Communications, Emirates,
sportspersons wearing a logo on their uniform
creates a much more powerful messaging for fans
than a sign board in a stadium would do. Moreover,
the company ventures in sports advertising when
it launches new flight routes and locations; for
example, it sponsored New York Cosmos, a famous
football team when it entered the key U.S. markets.
Source: KPMG in India’s analysis, 2016, “Emirates bets on $17m on sport advertising spend”, The
Sydney Morning Herald, 31 January 2015, “Video: How Emirates builds its brand through sports”,
Bangalore Aviation, 11 August 2016, “Does the Emirates sport sponsorship strategy fly?”, Wallblog.
co.uk, 22 October 2013.
26. “Corporate sponsors ride Olympics wave as other sports gain traction”, The Economic Times, 6 August
2016
27. “Star wins Indian team sponsorship rights”, ESPN Cricinfo, 9 December 2013
28. “Four Brands that are Promoting Sports Beyond Cricket in India”, Advertising Age, 15 November 2015
34
Broadcasting
With 675 million people having access to TV in India (as on Duopoly on the cards?
August 2016), it is the second-largest market for broadcast
media after China.29, 30 Moreover, urban TV reach in the The Indian sports broadcasting space comprises three major
country grew at a CAGR of 7 per cent during 2013–16 to 300 players — Star India, SPN and ZEE Entertainment (with its
million.29 India is also currently the second-largest market portfolio of Ten Sports, potentially to be acquired by SPN).
globally by the number of internet subscribers — again, only Star India has a portfolio of almost all the major sports
behind China.31 It has encouraged broadcasters in India to properties, except for IPL, which is under SPN’s kitty. Ten
increasingly utilise the internet for live sports broadcasting. Sports is the third major player with a variety of properties
across sports, including World Wrestling Entertainment
Globally, subscription contributes more to sports revenue as (WWE) and golf.35
compared to advertising revenues. However, the scenario
is quite the opposite in India. Internationally, subscription However, in August 2016, ZEE announced its intent to
is almost 90 per cent of revenues for sports channels and sell its Ten Sports portfolio to SPN for INR2,600 crore36
the rest 10 per cent comes from ad revenues. In India, — effectively making the market a duopoly, as other
ad revenues account for almost 60 per cent of the total broadcasters such as Neo Sports have a very small share
revenues.30 of the market.35 As SPN’s broadcasting rights over IPL are
due to expire in 2017, this deal would help the company
The share of broadcast fees is also a key source of revenue in reducing its dependence over the mega event and
for teams in a league. For instance, more than 50 per cent strengthen its bid to compete with the market leader Star
of an IPL team’s revenue typically comes from the share of India.35
the broadcasting fees and central sponsorship income from
the BCCI. It is expected that this share may rise given the Comparison of major sports properties currently
renewal of broadcast rights of the IPL in 2018, which could held by Star India and SPN
amount to INR20,100 crore (USD3 billion) or more.32
Sport Star India SPN
Sports broadcasting in India has taken a new turn with the
Cricket • All BCCI and ICC events • IPL
advent of various sports leagues. Broadcasters are vying
for fresh properties to acquire, and in turn, are going about Football • Indian Super League • Premier Futsal League
increasing their portfolio of TV channels as well as digital (Soccer) • Premier League • FIFA World Cup (2014 and 2018)
platforms. • Bundesliga • UEFA Euro 2016
Star India and Sony Pictures Networks (SPN) India have • La Liga BBVA
emerged as the two key players in the Indian market; both • Serie A TIM
are investing heavily in developing a comprehensive sports • FA Cup
portfolio.33 • FIFA Futsal World Cup 2016
• Copa America 2016
Planned/ongoing investments in developing the Hockey • Hockey India League • None
sports portfolio in India — by broadcasters34 • Hockey World League
• All other Hockey India events
Kabaddi • Pro Kabaddi League • World Kabaddi League

Sony • Women’s Kabaddi Challenge
Star India Pictures
Networks Tennis • International Premier Tennis • Champions Tennis League
INR20,000 League • Australian Open
crore INR19,200 • Wimbledon • ATP events
crore
• French Open
Badminton • Premier Badminton League • Indian Open Super Series

• The India Open Grand Prix Gold
Basketball • None • NBA
Ten Sports INR600 crore Neo Sports INR12 crore Contact • None • Total Nonstop Action Wrestling
sports • Pro Wrestling League
Source: “The Future: Now Streaming: Indian Media and Entertainment Industry Report 2016”, KPMG in • Ultimate Fighting Championship
India, March 2016.
Others • Rio Olympics 2016 • National Football League
29. “Why television matters”, Livemint, 20 August 2016 • Formula One
30. “The Future: Now Streaming: Indian Media and Entertainment Industry Report 2016”, KPMG in India, March 2016
Source: “Sony to take on Star in the sports broadcasting space”, Business Standard, 22 January 2014, “SPN’s
31. “India is now the second largest Internet user market, after China”, Forbes India, 2 June 2016 sports cluster becomes the fastest growing entity”, Business Standard, 13 June 2016, “Big money
32. “Year 2018 could be a game-changer for IPL”, The Times of India, 23 October 2015 investment pours in for Indian sports broadcasting”, The National, 3 October 2015, ““It’s the first
33. KPMG in India’s analysis, 2016 time a sports broadcaster will dedicate eight channels to one tournament”: Nitin Kukreja, CEO, Star
Sports, on Rio Olympics”, Afaqs, 17 June 2016, “Star India to move international sports to premium
34. Ten Sports has been acquired by SPN on 31 August 2016, effectively adding these investments to SPN portfolio HD channels”, The Economic Times, 12 July 2016, “The Future: Now Streaming: Indian Media and
35. “Sony Pictures close to acquiring Ten Sports for Rs 2,000 crore”, The Economic Times, 8 August 2016 Entertainment Industry Report 2016”, KPMG in India, March 2016, Star India website, www.startv.
36. “Zee Entertainment sells Ten Sports to Sony Pictures for Rs 2,600 crore”, The Economic Times, 31 August 2016 com, accessed as on 23 August 2016.
35
Digital all the way Going local to expand horizons

A rapid increase in internet and smartphone penetration in Broadcasting of major sports events in regional feeds has
the country has enabled Indians to increasingly watch sports become the motto of leading broadcasters — SPN and Star.
content online. In turn, broadcasters are capitalising on the SPN launched a new sports channel Sony Kix that broadcasts
trend and developing digital platforms for content delivery. the games in Tamil and Telugu, while for the Bengali feed
broadcast it chose the network’s Bengali channel, Sony

To air IPL until 2017, SPN pays INR700–800 crore a year and Aath.46 The idea is to cater to the regional viewers’ demand.
holds the exclusive TV broadcast rights for IPL. However, the According to the broadcasters, these feeds would help
digital rights for IPL for the years 2015, 2016 and 2017 are garner incremental increase in viewership.
held by Star India for which it paid approximately INR300
crore in total.37 Star India streams sports on starsports. ICC World Cup 2015 was the first event to be telecast in six
com and Hotstar (website and mobile application). The IPL languages, including Tamil (Vijay TV), Kannada (Suvarna Plus),
digital rights procurement was a premeditated deal by Star Malayalam (Asianet Movies) and Bengali (Star Jalsa) apart
to build Hotstar as a primary destination for digital content from Hindi and English. Pro Kabaddi League is broadcast
consumption.38 This move proved to be highly impactful for by Star in five languages over eight channels.47 Its rival SPN
Hotstar, which logged approximately 100 million viewers in enhanced its broadcast production quality with regional
IPL 2016 — a staggering 144 per cent rise over its IPL 2015 language feeds for football. Such a move was beneficial
viewership.39 Moreover, the cumulative viewership of the for the regional advertisers too as it provided them with
ICC Cricket World Cup 2015 on Hotstar and starsports.com an opportunity to grab visibility with ad spots as low as
touched an impressive 87 million.38 The India–Australia semi- INR50,000 to INR125,000 for a 10 second spot.48
final logged the most number of views on these platforms —
a sizeable 50 million to be precise.38 Broadcast in multiple languages has also made it lucrative
for regional players to venture into sponsorships. It gives
SPN also owns a digital content delivery platform called them access to a national platform to expand their reach
Sony LIV. The company used it to broadcast UEFA Euro Cup and cognisance of their brand apart from reaching their
2016 and FIFA World Cup 2014 in India, and is expected to core target consumers. Relatively regional brands, such as
leverage it for the FIFA World Cup in 2018 as well. Anmol Biscuits and Red Chief Shoes, have hence come up
as sponsors and have found relevance in supporting kabaddi
While a majority of digital viewership is accounted for by teams.
non-sports content (60–70 per cent in case of Hotstar), the
sports category acts as a strong audience gatherer. This is
the reason Star India and SPN are investing large amounts of Collaborating to win
money in buying digital sports properties.40
Sports networks are collaborating to launch co-branded
Going by the trend, India is likely to witness further an localised multisport channels to provide coverage of various
upsurge in sports viewership over digital platforms. sports, such as cricket, football, tennis, badminton and field
Moreover, digital advertising currently accounts for 10–12 per hockey.
cent of the overall advertisement expenditure in India, and is
likely to grow to 25 per cent by 2020.41 SPN and ESPN have joined hands to launch co-branded TV
channels with Sony Kix of SPN getting rebranded to Sony
ESPN. Both broadcasters have also come up with a website
Glam quotient of international events and application, showcasing an amalgamation of technology
integration and enhancement throughout sports. The alliance
In 2015, broadcasters started getting increasingly involved in with ESPN could help Sony, as the former is synonymous
acquiring the telecast rights for major international events. A with sports programming and has a high brand recall. ESPN’s
rising interest of the Indian audience in such events has led portfolio of live and non-live contents might also come in
to this trend. handy for Sony.
SPN, through Sony Six, acquired the telecast rights of La Innovations around traditional sports could help in making it
Liga, the premier division of the Spanish football league more aspirational. The creation of digital platforms is required
system, for a period of three years. It was the exclusive for sustained and deep engagement with real-time analytics.
broadcaster for the NFL Super Bowl for Indian viewers in
2015. Sony Six also acquired the exclusive telecast rights
of the FA Cup and the Series A (prime football properties),
across India, Pakistan, Sri Lanka, Bangladesh, Bhutan,
Nepal and Maldives.42 The channel has positioned itself as a
37. “Indian Premier League: Star India pays Rs 302.2 crores to clinch IPL digital media rights for three
premier destination for watching football. seasons”, India.com, 10 February 2015
38. “India World Cup matches deliver a boost for Star’s Hotstar app”, Livemint, 21 April 2015
Similarly, in 2015, Star India acquired the rights to broadcast 39. “IPL-9 helps Star India score on digital media”, Livemint, 6 June 2016
German football league Bundesliga for five years across 40. “Why Indian Broadcasters Are Betting Big On VOD Platforms”, Advertising Age, 13 June 2016
India, Bangladesh, Bhutan, Nepal, Sri Lanka and Maldives.43 41. “India Experiences Higher Consumption of Digital Sports Content”, Advertising Age, 9 June 2016
42. “Sony Kix acquires telecast rights for La Liga in India”, Sportskeeda, 3 August 2015
The company also has rights to air Formula One events in 43. “Star Sports to telecast live action from Bundesliga for next five seasons”, The Economic Times, 1 June
India until the 2022 season.44 Moreover, it recently aired 2015
the 2016 Rio Olympics across its network of channels in 44. “Star Sports acquires F1 rights for seven more years”, Sportskeeda, 4 October 2014
45. “Star India acquires Olympics rights in seven Asian territories including India”, Sportcal, 31 July 2013
India, Bangladesh, Bhutan, Maldives, Nepal, Pakistan and Sri 46. “How sports broadcasters played the game in 2015”, Television Post, 19 January 2016
Lanka.45 47. “Star India to broadcast Pro Kabaddi League on 8 channels”, The Financial Express, 26 June 2015
48. “World Cup: regional advertisers on front foot with low rates”, The Hindu Business Line, 17 February 2015
36
Performance
India’s performance at key The country ranked 65 by total medals won. In comparison,
the top-three medal winners, the U.S., China and Great
international sporting events Britain continued their dominance over the games with a
India’s performance at the world’s biggest sporting event, total of 258 medals between them. India also fares below
the 2016 Rio Olympics, won the country a bronze in some of the world’s smallest nations, such as Fiji and
wrestling and a silver in badminton. India’s performance can Armenia, and underdeveloped nations, such as Ethiopia.
be analysed through three critical parameters — total medal Moreover, on the medals to GDP and medals to population
tally, medals to GDP ratio and medals to population ratio. ratio, India ranked the lowest among all the nations that won
a medal. 49
Comparison of the performance of a few nations at the 2016 Rio Olympics
Total medals Medal to GDP Medal to population

(USD trillion) ratio (millions) ratio
The U.S. 121 8.0 0.376
China 70 9.6 0.051
Great Britain 67 27.6 1.029
Russian Federation 56 30.1 0.389
Germany 42 11.8 0.516
France 42 15.1 0.629
Japan 41 7.0 0.323
Australia 29 21.1 1.219
Brazil 19 7.7 0.091
Kenya 13 386.7 0.282
Jamaica 11 729.9 4.035
Cuba 11 180.9 0.966
South Africa 10 24.5 0.182
Ethiopia 8 252.3 0.080
North Korea 7 318.2 0.278
Belgium 6 11.7 0.532
Bahrain 2 91.3 1.452
Bahamas 2 256.7 5.154
India 2 1.1 0.002
Source: www.medalspercapita.com, accessed as on 24 August 2016, KPMG in India’s analysis, 2016.
49. www.medalspercapita.com, accessed as on 24 August 2016
37
India has performed relatively better in the past at the Asian Akin to the 2014 CWG, India experienced a decline in
Games and the Commonwealth Games (CWG). However, performance at the 2014 Asian Games as well. The country
this can also be attributed to the fact that some of the world’s ranked eighth, as compared to the sixth position it secured at
best performing nations at the Olympics — including the the previous edition of the games in 2010.
U.S., China (not a part of the Commonwealth, but takes part
in the Asian Games), Germany, France and Russia — are not
a part of these games.49

India’s medal tally and share of total medals at the
India displayed its best performance so far at the 2010 CWG Asian Games (1990–2014)
held at home, where it ranked second by the number of
gold medals won. Post that, the country’s performance fell
significantly as it witnessed a 37 per cent decline in the 4.1%
medal tally at the 2014 games held in Glasgow, Scotland —
ending up at the fifth rank.50 3.9%
3.8%
India’s medal tally and share of total medals at the

Commonwealth Games (1990–2014) 2.9%
2.6%
2.4% 2.0%
12.2%
7.8%
7.8%
23 22 35 35 53 65 57
6.6%
1990 1994 1998 2002 2006 2010 2014
5.0%
Medal tally Share of total medals
3.6% 3.8%
Source: Olympic Council of Asia website, www.ocasia.org, accessed as on 16 August 2016.
32 24 25 69 49 101 64
1990 1994 1998 2002 2006 2010 2014
Medal tally Share of total medals
Source: Commonwealth Games Federation website, www.thecgf.org, accessed as on 16 August 2016.
49. “The Future: Now Streaming: Indian Media and Entertainment Industry Report 2016”, KPMG in India,
March 2016
50. Commonwealth Games Federation website, www.thecgf.org, accessed as on 16 August 2016, KPMG in
India’s analysis, 2016
38
Non-Olympic sports
A look at India’s performance at certain non-Olympic sports
portrays a completely different story. The country has
excelled in some of these sports, including cricket, kabaddi,
chess, billiards and snooker.
India’s key achievements in some non-Olympic sports

Sport Achievements
Cricket • Cricket World Cup winners in 1983 and 2011

• World Twenty20 winners in 2007
• Champions Trophy winners in 2013
Kabaddi • Won the men’s and women’s titles at 2016 South Asian Games
• Won the gold medal at all the seven Asian Games since it was
inducted in the event in 1990
• Five-time World Cup winners (2004, 2007, 2010, 2011 and 2013)
Snooker • Pankaj Advani is a 12-time World Billiards and Snooker

and champion, earning him the Arjuna Award in 2004, Rajiv Gandhi
billiards Khel Ratna Award in 2006 and Padma Shri in 2009
• India has consistently produced world champions in the game
in the form of Geet Sethi, Ashok Shandilya, Michael Ferreira and
Wilson Jones
Chess • Won a silver and a bronze medal at the World Junior Chess
Championship 2016
• Winners of the Asian Nations Cup Chess tournament 2016
• Former World Junior champion Abhijeet Gupta has won the
Commonwealth Chess Championship twice in 2015 and 2016
• Viswanathan Anand has won the World Chess Championship
five times (2000, 2007, 2008, 2010 and 2012)
Source: All India Chess Federation website, www.aicf.in, accessed as on 24 August 2016, “Indian men win
Asian Nations Cup Chess”, The Times of India, 6 April 2016, “Abhijeet Gupta retains Commonwealth
Chess championship crown”, General Knowledge Today, 8 August 2016, “Kabaddi: India’s hold on
the sport continues”, The Hindu, 15 February, 2016, “A look at India’s accomplishments in kabaddi”,
Sportskeeda, 20 July 2015, “Why the Indian kabaddi team is the most successful in the world”,
Sportskeeda, 27 November 2015, “12 Things You Must Know About 12 Time World Billiards and
Snooker Champion – Pankaj Advani”, The Better India, 24 July 2014.
Dissecting the performance in hockey

and football
Slow to adapt, Indian hockey is trying to find its way
back to the top
India’s supremacy in hockey — with its legendary stint of
11 medals (including eight gold) in 12 Olympics between
1920 and 1980 — is long gone. Since 1980, the country has
not won a single Olympic medal in hockey.51 In a shocking
development, the Indian team even failed to qualify for the
2008 Beijing Olympics.52 The road continues to remain
tough for Indian hockey, be it because of the lack of
availability of AstroTurf grounds (which have been in use
globally ever since the 1976 Olympics) or governance issues.
51. KPMG in India’s analysis, 2016

52. “India fails to qualify for the Olympics”, The Hindu, 11 March 2008
39
However, Indian hockey witnessed an encouraging In 2013, AIFF also started an ‘elite academy’ at Goa to train
resurgence in the recent past. In 2013, the Hockey India talented U-19 footballers and prepare them for playing at
League (HIL) came into being and revived the much needed professional football clubs. Several coaching and refereeing
fan following to an extent. Also, India won the gold medal at courses have also been introduced to supply skilled trainers
the 2014 Asian Games after 16 years, and became the first in the country.60 Moreover, with the introduction of ISL in
team to qualify for the 2016 Rio Olympics.53 The national 2014, the sport’s popularity in the country has touched new
team followed it up with a bronze medal at the Hockey World heights. However, despite these initiatives, the Indian team
League in December 2015.54 Moreover, they finished second failed yet again to qualify for the 2018 FIFA World Cup in
in the 2016 Champions Trophy — significantly raising hopes Russia,
of a medal in the Rio Olympics.55 However, India exited the
2016 Rio Olympics at the quarter-final stage. In May 2016, AIFF announced its draft plan for the future of
Indian football. In what can be touted as a game-changing
The road ahead initiative, the governing body has proposed the creation of a
three-tier league system. In this, ISL would occupy the top-
While it is encouraging to see the national team slowly tier and would emerge as the primary football league of India.
edge its way back up in world hockey (men’s team currently The FIFA-recognised I-League would be called League 1 and
ranks fifth)56, India still needs to address the root causes form the second tier, while the current second division of
of the downfall of Indian hockey. The country lacks proper I-League would form the third tier as League 2. This initiative
infrastructure, such as adequate number of playing fields. is aimed at having a single primary league in the country
Hockey players need to be given exposure to AstroTurf instead of the present system, in which I-League and ISL
grounds at an early age, as opposed to the current situation are both looked at as primary leagues. It is also likely to help
in which a player typically experiences synthetic grass for ease the Indian football calendar and give players more time
the first time at the age of 18–20, causing difficulties in to focus on international games.61, 62, 63
adapting to the change in game style from skill to power.57
On the contrary, leading teams, such as the Netherlands and There is much that yet needs to be done to uplift the
Australia, have hundreds of synthetic hockey fields, enabling world’s most popular sport in the second-most populous
their players to grow up playing with international standard country. Infrastructure and training are key to grassroots
infrastructure. Moreover, it needs greater emphasis on development. According to Nicolas Anelka, former French
development at the grass-roots level. player and player-manager at ISL team Mumbai City FC,
Indian kids love football, but there are no facilities to support
Hockey India, the NSF for hockey, has taken some key them.64 Similar views are shared by the Brazilian player and
initiatives in the recent past towards this objective. This FC Goa’s coach Zico, according to whom, a better coaching
includes setting up a High Performance and Development set-up at the grass-roots level and many more playgrounds
Committee to focus on developing a uniform coaching would be required to wake India from its deep slumber.64
structure for all levels of the game across the country.58
However, these initiatives are yet to go a long way in
developing a strong foundation for Indian hockey. Why the sub-par performance?
IIndia’s poor performance at the Olympics and sports in
The race to football glory continues general (except cricket) is a widely debated topic. There are
India lags far behind at the international stage in football — a multitude of reasons that can be associated with it; these
with a ranking of 152 for the men’s national team and 57 for may include infrastructural issues, poor governance, lack
the women’s national team.59 The country’s men’s football of awareness, physical connectivity and health facilities in
team has repeatedly failed to qualify for the FIFA World Cup rural areas, and an unfathomable inclination towards just one
since decades. However, India’s abysmal performance at the sport — cricket.
wider international stage cannot be construed as utter lack of
football culture in the country. A former FIFA president once However, one of the most important and overarching
referred to India as the world football’s sleeping giant on reasons is the lack of a sporting culture across the
account of the sheer underlying potential. country — resulting in extremely low active participation
in sports. Indians have traditionally been more inclined
Waking up the ‘sleeping giant’ towards academics, and sports have taken a back seat as
recreational pursuits.65 Unless sports and general fitness
In the recent past, a lot has happened at the local level to become high priority disciplines, as well as viable career
raise the standards of Indian football. The All India Football options, it is unlikely for India to witness a major change in its
Federation (AIFF) has been increasingly focussing on the performance on the international sporting stage. While this
grassroots development; in 2012, it started its Grassroots culture is gradually changing for the better, it still lacks the
Development Programme to increase participation in football pace to push India up anytime soon .
and train budding talent through a small-sided game format.
53. “The inside story of how India’s men’s hockey team has been primed to make its medal bid at Rio”, Scroll. 59. FIFA website, www.fifa.com, accessed as on 16 August 2016
in, 1 August 2016 60. All India Football Federation website, www.the-aiff.com, accessed as on 17 August 2016
54. “Hockey World League Final: India stun defending champs Netherlands in shoot-out to bag bronze”, 61. “Here’s all you need to know about the AIFF’s plan for a new league”, ESPN, 18 May 2016
Firstpost, 7 December 2015
62. “Is Indian football on the cusp of disruption or destruction?”, Live Mint, 16 August 2016
55. “Champions Trophy hockey: Second place finish for India, but they could go one further at Rio 2016”,
Firstpost, 18 June 2016 63. “AIFF restructures Indian Football into three-tier system: ISL top tier, I-League becomes League 1”,
Sportskeeda, 17 May 2016
56. International Hockey Federation website, www.fih.ch, accessed as on 17 August 2016
64. “‘Sleeping giant’ India in deep slumber”, The Times of India, 1 October 2015
57. “The death of Indian hockey on its home turf”, Governance Now, 22 December 2015
65. “WHY DOES INDIA PERFORM SO POORLY AT THE OLYMPICS?”, euronews, 28 July 2016
58. “Hockey India forms High Performance and Development Committee”, The Hindu, 8 April 2013
40
Business of
leagues
42
The years 2008 and 2014 have proved to be crucial turning Summary of key operational and upcoming
points for Indian sports — with IPL taking the country by leagues in India
storm in 2008, and the launch of several promising leagues
in 2014. League Number of teams Number of seasons
IPL established a successful model for packaging and Indian Premier League (IPL) 8 9 (2008–16)
marketing a league in India. It was power-packed with some
of the world’s best cricket players, celebrities and even Mini IPL06 - Planned
cheerleaders. It also televised the auction process, which
was helpful in creating a fan base even before the event Indian Super League (ISL) 8 2 (2014–15)
started.01 Moreover, the fact that it was a cricket league
had its inherent advantages in a country where the sport is Premier Futsal 6 1 (July 2016)
widely regarded as a religion. I-League 9 9 (2007–08 to 2015–16)
The journey has not been so smooth for other sports, such
as hockey, with which it all started. The Premier Hockey Pro Kabaddi League (PKL) 8 407 (2014–16)
League (PHL) — launched in 2005 by the erstwhile hockey Women’s Kabaddi Challenge 3 1 (2016)
NSF Indian Hockey Federation (IHF), Leisure Sports (a (WKC)
sports management company) and ESPN Star Sports —
was the first professional league in India, but it failed to Hockey India League (HIL) 6 4 (2013–16)
garner support from sponsors and viewers, resulting in its
termination in 2008.01 Similar was the fate of a few others as Pro Wrestling League (PWL) 6 1 (December 2015)
well.
Premier Badminton League 6 2 (201308 and 2016)
However, the year 2014 saw the emergence of some (PBL)
potentially successful leagues, including PKL, ISL, IPTL
and CTL. ISL witnessed a cumulative TV viewership of 429 International Premier Tennis 5 2 (2014–15)
million in its inaugural season in 201402; its viewership grew League (IPTL)
26 per cent y-o-y in the 2015 season.03 Similarly, the first
season of PKL (in 2014) was watched by 435 million people, Champions Tennis League 6 2 (2014–15)
and its viewership increased 20 per cent y-o-y in its second (CTL)
season in 2015 and 35 per cent y-o-y in its third season
during January–March 2016.04 PKL has gone a step further Table Tennis League - Planned
to introduce two seasons per year, starting 2016. IPTL also Athletics League - Planned
boasts of star players, including Roger Federer, Rafael
Nadal and Andy Murray — effectively pulling a large crowd Sports events Sports events Sports events
of 14,000 spectators at the Indira Gandhi Indoor Stadium in
Delhi during its second season in 2015.03 Apart from these, Source: Official websites of all leagues, accessed as on 26 August 2016, “BCCI announces mini IPL for
there are others such as PWL, which was watched by an September”, ESPN Cricinfo, 24 June 2016, “INVITATION FOR EXPRESSION OF INTEREST FOR
ATHLETICS LEAGUE”, Athletics Federation of India, 28 February 2016, “Indian Table Tennis
average of 31 million viewers per day during its first season federation set to create for first Table Tennis pro league post Rio Olympics”, Sportskeeda, 14
March 2016
in 2015.05
The future does appear to be bright for Indian sports, as
such leagues help to popularise sports, make it viable as a
career and also bring out talented sportspersons to the fore.
01. “Pro-Kabbadi League teaches how to build a successful sports league”, The Economic Times, 29 July 05. “Pro Wrestling League is season’s 2nd most-watched non-cricket tournament”, Business Standard, 1
2016 February 2016
02. “Indian Super League was watched by 429 million on TV according to TAM data”, The Times of India, 30 06. The number of teams may vary from the continuing IPL
December 2014 07. Starting 2016, PKL is conducting two seasons in a year
03. “In 2016, Soccer, kabaddi & tennis leagues to offer tempting choice other than cricket”, The Economic 08. PBL was started as the Indian Badminton League in 2013 and did not have a season conducted in 2014
Times, 26 December 2015 and 2015
04. “PLAYING WITH A STRAIGHT BAT”, Duff & Phelps, June 2016
43
Economics of leagues and franchises

Comparison of Indian leagues Key sources of revenue for leagues
with major foreign leagues and franchises

In India, the league culture is still in its initial stages, in Globally, sports leagues and franchises generate billions
comparison to the U.S. and Europe. The major leagues in of dollars in revenue every year; in 2014, the sports events
these regions have a history spanning several decades. market was valued at INR5.1 lakh crore (USD80 billion).14
Some of the oldest ones include the National Football Major sources of income for leagues are media rights,
League (NFL) of the U.S. and Spain’s La Liga, both of which sponsorships and franchise fee, while those for teams are
will turn 100 in 2020 and 2029, respectively. sponsorships, gate fee (ticket sales), merchandise sales,
licencing, prize money and a share of central revenue (share
The revenues earned by major global leagues overshadow of league’s revenues from media rights and sponsorship
any league in India, including the IPL.09 passed on to teams), this is a framework for IPL.15,16
Revenue of major international leagues (INR’00 For teams, the revenue from a league’s central pool is
crore, 2015)10,11 typically the largest contributor, followed by sponsorship
and gate fee. For example, on an average, an IPL team
871.3 earns 40 per cent of its revenue from the central pool of IPL,
33 per cent from sponsorships and 23 per cent from gate
revenues.17
Key revenue streams for IPL teams

636.7
4%
40%
Others
Central rights
355.2 23%
321.7 Gate revenue
248.0
187.7
147.5
25.3
1.0 0.7
liga
NFL
MLB
EPL
NBA
NHL
ga
IPL
ISL
PKL
i
La L
33%
des
Sponsorship
Bun
Source: “Which Professional Sports Leagues Make the Most Money?”, howmuch.net, 1 July 2016, “Pro
Kabaddi League signs on 11 sponsors for season 4”, Livemint, 27 June 2016, “ISL organisers,
franchises upbeat ahead of season 2”, The Hindu, 22 December 2015, “2016 IPL had an awesome Source: “The Future: Now Streaming: Indian Media and Entertainment Industry Report 2016”, KPMG in
gross revenue of more than $378 million”, The American Bazaar, 13 June 2016 India, March 2016
This indicates that the potential for growth in this business In India, the merchandise segment is currently in its nascent
is immense. The revenue earned by EPL from media rights stages; the segment’s revenue suffers due to high prices
alone grew at approximately 70 per cent from 2010–13 to and easy availability of counterfeit products in the country.15
2013–16, and then again 70 per cent from 2013–16 to 2016–
19.12 Similarly, NBA’s broadcasting deal witnessed a surge
of nearly 180 per cent from that of 2007–16 to 2016–25.12
Even IPL, which sold its media rights to SPN for INR8,200
crore (for 2009–17 seasons), is expecting to earn anywhere
between INR16,700 crore and INR20,100 crore for the next
decade starting 2018.13
09. KPMG in India’s analysis, 2016 14. “Winning in the Business of Sports”, A.T. Kearney, 15 February 2014, KPMG in India’s analysis, 2016
10. U.S. Dollar to Indian Rupee conversion done at USD 1 = INR67.025 as on 21 August 2016 15. “Shah Rukh Khan’s KKR only consistent IPL performer in making money, revenue grew 30% in FY15”,
11. Revenues for IPL and PKL are for 2016; revenues for ISL and PKL only include sponsorship revenue The Economic Times, 9 May 2016
12. “PLAYING WITH A STRAIGHT BAT”, Duff & Phelps, June 2016 16. “How IPL and Franchises Make Money? (IPL Business Model)”, Total Sportek, 5 February 2016
13. “BCCI wants Sony to pay Rs. 16,000 crore as IPL fee”, Cricket Country, 17 June 2016 17. “The Future: Now Streaming: Indian Media and Entertainment Industry Report 2016”, KPMG in India,
March 2016
44
When will teams become profitable? — is likely to perform economically better than IPL and ISL.
Team sponsorships rose from as low as INR10–15 lakh in
In India, the league culture only started developing gradually the first season to INR2–4 crore in the second.20 According
over the last decade — with many of the operational to Supratik Sen, Chief Executive Officer, Unilazer Sports
leagues having gone through just a couple of seasons. (owner of Mumbai team U Mumba), the league is still in its
Even in IPL, which started in 2008, only a few teams have investment stages, and the team will look at profits after the
started returning profits, while most of them are still in the next season (season 5).21 Star India, the official broadcaster
red. In 2014–15, the season winner Kolkata Knight Riders and investor in PKL expects the league to also turn profitable
(KKR) were the most profitable team with 30 per cent by 2018.22 The league’s success can also be attributed to
y-o-y growth in revenues and 54 per cent y-o-y growth in the nature of the game — which is relatively asset light in
profits.18 The only other team that returned profits was the comparison with cricket and football.
runner-up Kings XI Punjab, with a 26 per cent y-o-y increase
in revenues.18 The ability to return profits in any season is Overall, the league format is still in its nascent stages, and
highly dependent on the team’s performance, as it impacts industry players and other stakeholders need to take a
sponsorships as well as ticket sales. Improved performance long-term view of fostering and innovating the leagues
also results in extra revenue through prize money won. to achieve sustainable benefits. Many leagues still need
significant investment to develop and support leading
In the first season of ISL, each of the eight franchises are infrastructure. Moreover, longer leagues are required for
estimated to have lost INR35–40 crore. Now two seasons better sustainability, since sponsors prefer to keep their
old, it is likely to go another two (or even more) seasons brands activated throughout the year instead of just 30–45
before teams break even.19 Contrarily, PKL — which tasted days. In conclusion, the business of leagues is a long-term
success with 435 million viewers in its first season, and one, and majority of the leagues and franchises are likely to
consistent growth in the second and third seasons as well take few more years to become profitable.
Factors driving a team’s success

According to a Duff & Phelps report on brand values in IPL, • Good on-field performance of a team is critical to driving
there are six major factors that drive success for a sports higher sponsorship revenues; in IPL, a top ranking
team: team’s lead sponsorships (lead chest and limited player
promotions) can fetch 100 per cent premium over that of
a poorly performing team.23
Key success factors for a sports team • An effective marketing strategy can help build a
stronger relationship with the public — effectively
attracting more sponsors; it can also unlock the doors to
merchandise sales, which currently has a lot of scope for
monetisation.
On-field
• Celebrity influence can help generate a fan base beyond
performance
the local catchment and also drive sponsorships; for
example, the Kolkata Knight Riders team in IPL has a
Marketing famous bollywood actor Shah Rukh Khan as a co-owner,
and this helps the team gain sponsorships because
brands prefer a person of his stature endorsing their
brand through the team uniform.18
Celebrity
influence • The management is responsible for team selection,
and thus, plays a key role in attracting fans by buying
marquee players who themselves carry a strong fan
Management following.
• Fan engagement efforts can help establish a loyal fan
base, which can effectively help monetise the brand
Fan
through higher ticket and merchandise sales.
engagement • Geographic location of a team determines the size and
Geographic nature of the local fan base.
location
18. “Shah Rukh Khan’s KKR only consistent IPL performer in making money, revenue grew 30% in FY15”,
The Economic Times, 9 May 2016
19. “Despite losses, franchises see ISL as investment in Indian football”, Hindustan Times, 19 July 2015
Source: “PLAYING WITH A STRAIGHT BAT”, Duff & Phelps, June 2016
20. “How fast can Pro Kabaddi franchises turn profitable?”, exchange4media, 30 July 2015
21. “How Star turned Kabaddi into a TRP Jackpot”, Afaqs, 9 March 2016
22. “Pro Kabaddi League to return profits by 2018, says Star India”, Livemint, 3 August 2015
23. “PLAYING WITH A STRAIGHT BAT”, Duff & Phelps, June 2016
45
Building a loyal fan base

A majority of the teams’ efforts are directed towards Use of social media for fan engagement
establishing a loyal fan base, as it can effectively help

monetise the brand. A strong fan base means higher ticket Social media is a powerful tool which has increasingly gained
and merchandise sales, and more bargaining power while significance among leagues, teams as well as players.24
making sponsorship deals. It also helps reduce dependence The game is not just on the field anymore, but is also about
on revenues from the central pool. Moreover, it is the followers, hashtags and conversations on social media. It is
passionate fans that keep the sport as well as the teams alive as intense as the on-field game, with almost every national
and thus, form an extremely important factor (along with league franchise vying for supporters online. However, only a
on-field performance) for success. For example, an ISL team, few manage to get it right.
Delhi Dynamos’ has a group of its most dedicated fans called Major considerations for a successful social media strategy
Dynamos Ultras, which is a voluntary fan club for the team — include prioritising among the social media networks,
generating further support within the city. creating a distinct story, collecting and using feedback, and
very importantly, leveraging the players. Players bring along
an already established, loyal fan base and provide the human
connect with fans.
Dynamos Ultras — ISL franchise Delhi Dynamos’
dedicated group of fans Atlanta Hawks, the NBA team from the city of Atlanta, the
U.S., have displayed consistently the effective use of social
Dynamos Ultras is a group of dedicated supporters of media to build their local fan following.
their home team, the Delhi Dynamos franchise of the
ISL. Motivated by the fan base of Kolkata and Kerala
franchises, five die hard football fans from Delhi took the
initiative to encourage football culture in the city and also
become the official fan club of the Delhi Dynamos FC.
To support their home team, these fans distributed
pamphlets, created banners and charts, and also chanted
for the team and its players — apart from being on-
ground for the games. The group is highly active on social
media, sharing news and snippets around the football
team with other fans.
Source: “Meet the Dynamos Ultras - Delhi Dynamos’ most dedicated football fans”, Sportskeeda, 13
October 2015
Sports franchises in India are taking several initiatives to

increase fan engagement, such as starting a fan page on the
official website, extensively using social media to connect
with fans, arranging for fans to meet team players and even
organising training camps and talent hunt programmes.
ISL team Atletico de Kolkata’s fan engagement

initiative
Atletico de Kolkata, an Indian Super League football
franchise based out of Kolkata, has formed an official
supporters’ club in a bid to attract more fans. Club
owners have formed ‘ATK Fans Fraternity’ to offer fans a
membership at a price of INR800, which is inclusive of
a home season ticket (seven games) and an official club
jersey. The members have been promised considerable
media coverage and would be seated together in the
stadium. Such initiatives ensure a win-win situation for
both fans and the club. They not only improve fan loyalty
and engagement, but also guarantee good support for
the home team.
Source: “Atletico de Kolkata’s brilliant fan membership deal is something other ISL clubs should replicate”,
Firstpost, 27 August 2015 24. “Unique Strategies For Using Social Media in Sports Marketing”, WorkInSports.com, 17 August 2015
46
Case study: How Atlanta Hawks utilises social media for fan engagement
Around two years ago, the Atlanta Hawks team was The team practices humour in its interactions with fans
facing a serious issue with its local fan following. (press releases, news updates, etc.) — basically using
Management issues aside, the team had not been the same language as their target group.
performing too well since years; they had not made it
to the league’s final four since 1969. According to a poll The outline of its social media strategy can be
by ESPN, only 20 per cent of the respondents in the highlighted in the below mentioned points:
city identified themselves as fans of the local team. The
situation was dire for the home team in a city totally • Defined a strategy and decided to be authentic with
crazy about NBA. their fans;
The team devised a strategy to market themselves to • Followed a consistent voice as that of a fan
the millennials in the city — a large, diverse target group • Maintained agility in communication
of over 2.1 million people. Social media was a key area of
focus, and the company started using its Twitter handle • Did not try to be politically correct.
effectively to communicate with NBA fans in the city.
Instead of trying to be politically correct or too conscious, The results were astonishing; from January 2014 to
they simply went ahead with having fun. January 2015, the team witnessed an increase of
450,000 in daily impressions and over 14,000 new
monthly followers on Twitter, and an increase of over
200,000 fans and 20,000 engaged daily users on another
major social network.
Source: “Reselling the Hawks to Atlanta”, Sony ESPN, 8 January 2015, “Atlanta Hawks – How marketing to millennials can turn things around!”, Overtime, 16 November 2015, “The secret to social media success – from the
Atlanta Hawks playbook”, Sports Business Solutions, 11 May 2016
Contribution of leagues to grassroots development

A majority of the teams’ efforts are directed towards Examples of key initiatives taken by some leagues
establishing a loyal fan base, as it can effectively help for grassroots development
monetise the brand. A strong fan base means higher ticket
and merchandise sales, and more bargaining power while League Initiatives
making sponsorship deals. It also helps reduce dependence ISL • ISL works on identifying talented boys and girls within the age
on revenues from the central pool. Moreover, it is the group of 6–14 years
passionate fans that keep the sport as well as the teams • The league has mandated all the teams to invest INR2 crore per
alive and thus, form an extremely important factor (along year for development of football at the grassroots level25
with on-field performance) for success. For example, an ISL • ISL also works with the Reliance Foundation (Young Champs
team, Delhi Dynamos’ has a group of its most dedicated programme), which provides full-time residential scholarships to
fans called Dynamos Ultras, which is a voluntary fan club for talented footballers in the age group of 11–14 years26
the team — generating further support within the city.
HIL • HIL franchise from Ranchi (Ranchi Rays) has displayed intentions
of providing infrastructure and a platform to harness local talent27
• Dabang Mumbai team has also planned a preparatory camp
for club coaches and young boys and girls from the states of
Maharashtra, Goa and Gujarat who aspire to make hockey as
their career28
25. “Million-dollar games: How private enterprise is changing non-cricket sports in India”, Forbes India, 16
March 2015 PKL • Delhi franchise of PKL, Dabang Delhi, organises camps in rural
26. Indian Super League website, www.indiansuperleague.com, accessed as on 29 August 2016
areas of Haryana and Uttar Pradesh to identify talented players.29
27. “Dhoni buys stake in Ranchi franchise of Hockey India League”, Rediff.com, 25 October 2014
28. “Dabang Mumbai Sets The Ball Rolling; Preparatory Camp In Full Swing For Hockey India League”, • Bengaluru Bulls franchise also plans to promote kabaddi and
Hockey India, 16 January 2015 develop talent at the grassroots level by launching a kabaddi
29. “Dabang Delhi building a kabaddi legacy”, Sportskeeda, 18 July 2015
academy and a school activation programme.30
30. “Bengaluru Bulls set to ‘charge’ in season 2 of Pro Kabaddi League”, Sportskeeda, 2 July 2015
Sports
infrastructure
and training
48
Role of the government and the federations

Stadia run by the government booking of stadia for sporting events to enhance asset
utilisation. However, booking of stadia for non-sporting
Sports is a state subject in India and significant sports events is still cumbersome and restricted. Nonetheless,
infrastructure is owned and managed by the respective state governments should ensure similar ease of access for
state governments. SAI builds and maintains stadia infrastructure maintained by them to boost asset utilisation.
and fields on behalf of MYAS (infrastructure owned and
managed by the central government). The following stadia/
facilities are maintained by the SAI01: Talent scouting, training and
• Jawaharlal Nehru Stadium competition structure managed by
• Indira Gandhi Stadium
the government
The Ministry of Youth Affairs through SAI runs various sports
• Dr. SPM Swimming Pool Complex promotion schemes to train sporting talent at its various
• Dr. Karni Singh Shooting Range centres across India. The SAI has nine regional centres
through which promotion schemes are managed at various
• Major Dhyan Chand National Stadium. SAI
Revenues from the built assets are generated mainly Training Centres (STCs) in India. STCs may be central
through the ‘Come and Play Scheme’ (discussed in detail government owned/state government owned, schools and
below), and renting out assets to national teams/league colleges with good sports facilities, army training grounds,
franchises for training. Use of assets for staging of events etc. The funding arrangements and management of these
such as concerts is still limited owing to the lack of legacy centres depends on the schemes governing the centres as
planning and technology for developing multi-purpose detailed below:
facilities. SAI has taken efforts to allow online viewing and
List of SAI sports promotional schemes and coverage

Age group of
SAI scheme Objective of the scheme No. of centres and strength
trainees
National Sports Talent To scout sports talent in age group of 8-14 years by adopting schools 8-14 years 24 adopted schools (including 10
Contest Scheme having good sports infrastructure and record of sports performances schools to promote indigenous
(NSTC) games/arts) and 32 akharas with
1060 trainees (805 boys, 255 girls)
SAI Training Centre To establish SAI training centres at the state level; support state 12-18 years 56 centres, 5394 trainees (3807 boys,
Scheme (STC) governments providing training infrastructure with SAI sponsored 1587 girls)
boarding, lodging, scientific training and equipment support
Special Area Games To build SAI sponsored sports infrastructure for training (playing fields, 12-18 years 19 centres, 1676 trainees (961 boys,
Scheme (SAG) indoor halls, equipment, support/coaches) in consultation with state 715 girls)
governments/UT administration
Army Boys Sports Collaborative venture between SAI and the Indian army to leverage sports 8-16 years 18 centres, 1049 trainees (all boys)
Company Scheme infrastructure created by the Indian army to achieve sporting excellence
(ABSC)
Extension Centres of To develop schools and colleges having adequate infrastructure and 12-18 years 70 centres, 1183 trainees (775 boys,
STC/SAG Schemes producing good sports results because of training centres 408 girls)
Centres of Excellence To provide advanced training to top performers at National Championships, 12-25 years 15 centres, 556 trainees (288 boys,
(COE) at the regional centres of SAI for 330 days in a year 268 girls)
Come and Play Scheme To optimise utilisation of SAI sports facilities and systematically spot talent 8-17 years 53 centres, 18195 trainees
to induct under STC/SAG, by allowing young sports enthusiasts to get
trained under SAI coaches at a cost of INR45 per month
Source: Sports Authority of India website, www.sportsauthorityofindia.nic.in, accessed as on 30 August 2016
01. Sports Authority of India website, www.sportsauthorityofindia.nic.in, accessed as on 30 August 2016
49
The SAI has also entered into MoUs with different types of I. Organised talent spotting and training -
stakeholders to develop training centres/high performance
centres in India. Some of these MoUs include: Funding
The central government scheme will fund the organisation
• MoU with leading private academies02 like the hosting the annual competition at all levels i.e. while the
Gopichand Badminton Academy for establishing a SAI scheme relies on state governments/nodal agencies
Gopichand National Badminton Academy. While the authorised by the state government to conduct
academy utilises assistance from the National Sports competitions at the block, district and state level, the
Development Fund (NSDF), the SAI would use the competitions will be funded by the central government.
academy for coaching, talent scouting and holding The scheme allows the ministry associate and accordingly
training camps provides financial assistance to the School Games
Federation of India (SGFI) and the Association of India
• MoU with international federations03 and respective Universities (AIU), for the conduct of these games.
domestic federations to develop high performance
sports academies at the existing SAI facilities. For
instance, SAI entered into an MoU with the International Timeline for competitions
Association of Athletics Federations and the Athletics The scheme mandates states/UTs and the central
Federation of India to develop a high performance government to finalise the annual calendar for competitions
academy at the Jawaharlal Nehru Stadium. at the block, district and state/UT level as per the prescribed
timelines in the operational guidelines of the scheme,
Despite the above system for training and talent scouting in order to avail the central grant for organising the
that spreads across India, only 0.0067 per cent04 of the competitions. The scheme advises state authorities to
population in the age group 8-25 years is being trained under finalise the calendar for competitions taking into account
various SAI schemes. games organised by other associations/federations (such
To ensure effective talent scouting and training, right from as the SGFI). The guidelines require that the competitions
the grassroots level, the Ministry of Youth Affairs (MYAS) calendar prepared by the states is to be approved by a state
has announced the ‘Khelo India Scheme’, to be operational level executive committee.
from 2016-17 onwards. The scheme aims to develop
national sports through organised talent spotting and sports Competition rules
infrastructure creation. The scheme combines the following
erstwhile schemes05: The competitions under the ‘Khelo India Scheme’ would be
conducted in accordance with the rules of the respective
• Rajiv Gandhi Khel Abhiyan (PYKKA scheme): To provide National Sports Federations for various sports covered in the
funds for development of infrastructure in rural areas and scheme.
organising rural competitions
Talent grooming and incentives
• Urban Infrastructure Scheme: To provide quality sports
infrastructure in urban areas Talented sportspersons identified by the organising
committees of the competitions at the district, state and
• National Sports Talent Search: To search for young talent national level games would be inducted into various sports
promotional schemes as explained above, run by MYAS/SAI.
Under the ‘Khelo India Scheme’, different competitions The scheme also lists the criteria for scholarships across
under the erstwhile Rajiv Gandhi Khel Abhiyan Scheme different levels.
have been converged to create a single annual competition
structure covering all of India to facilitate systematic talent Infrastructure requirements
spotting and close the gaps in the current talent scouting
and training structure. The guidelines delineate minimum discipline wise facility
requirements (of tracks, playfields, courts, etc.) to be
eligible for national games allotment. This is a step in
Key features of the ‘Khelo India Scheme’ include05: the right direction to maintain the minimum quality of
standards for infrastructure built across the country, as
states are incentivised to host national games due to the
potential proliferation of tourism and hospitality, and real
estate sectors, in addition to the boost it provides to state
revenues.
02. Sports Authority of India website, www.sportsauthorityofindia.nic.in, accessed as on 30 August 2016 04. KPMG in India’s analysis, 2016
03. “MoU signed between SAI and IAAF to develop a Center of Excellence in Delhi”, 7 October 2015, 05. “Operational Guidelines on Khelo India - Annual Sports Competition”, Ministry of Youth Affairs and
Sportskeeda Sports, 26 May 2016
50
II. Sports infrastructure creation -

Funding MoU with SAI
The scheme allows central grants for certain infrastructure The beneficiary of the central grant for creation of
projects and sports facilities creation at the state/UT/district/ sports infrastructure/training facilities shall enter into a
sub-district level. memorandum of understanding with SAI in order to provide
the latter access, for a minimum of 10 years, to the facilities
on a time sharing basis for training SAI trainees and holding
Eligible entities for central grant competitions.
State governments/state sports council/state sports
authority, local civic bodies, schools/colleges/universities The role of the central and state governments as well as the
under the central/state governments, sports control boards. federations in infrastructure creation is summarised in the
figure below:
Role of the government and the federations in infrastructure and training
Central State Federation/Other

government government associations
• Funds for states Conducting games at Federation rules for

to organise block, district, state sport and competition
competition at all level • Conducting games
levels • Extra funds at block/ district
Key enablers
• Funds to eligible for conducting level (for instance,

entities for competitions Central Government
infrastructure • Extra funds for may associate
creation infrastructure SGFI1 or AIU2 for
creation organizing games at
block/ district level
• Funds to SAI for • Adoption of leading • Parallel (exclusive to

training practices national competitions
structure)
Association and
federation Games
and competitions
Infrastructure Creation
Imapct areas
Infrastructure creation by eligible entities; MoU’s between eligible entities and SAI
allowing SAI trainees to train at facilities created under the ‘Khelo India Scheme’
Talent Scouting and Grooming

Integrated competition structure serves as platform for SAI to spot talent and induct
trainees under its various schemes
Integrated competition structure and infrastructure

creation under ‘Khelo India Scheme’

Note: (1) SGFI- School Games Federation of India, (2) AIU- Association of Indian Universities
51
The ‘Khelo India Scheme’ is a step in the right direction • Database creation of successful sportspersons through
towards a more integrated competition structure leading IT integration of the state and centre. External access to
to the national games through standardised guidelines such a system could enable the private sector to support
for organising competitions and talent scouting, incentive- deserving athletes with financial assistance and support.
based infrastructure creation (minimum facilities for
• Successful integration of well performing private
national games allotment) and activity-based release of

funds (release of grants upon finalisation of the games academies into the ‘Khelo India Scheme’ as high
calendar) across all states. However, the central and state performance centres for training camps and possible
governments may perhaps further look towards aligning induction of talent scouted during the games.
along the following: The role of the private sector in infrastructure creation is
discussed in the following section.
• Developing standardised guidelines for asset utilisation
and role of PPP in sports facility creation/management to
incorporate sports policies across all states.
Role of the private sector

Private sector involvement in sports infrastructure • Jindal Steel Works (JSW) has collaborated with SAI as
development and training is through three modes- Public part of its CSR initiative to oversee the upgrading and
Private Partnerships (PPPs), for-profit academies and maintenance of infrastructure at SAI’s regional training
strategic initiatives, and CSR and non-profit participation. centre in Hisar. The latter is expected to monitor the
training and selection of players.06
Public Private Partnerships • The National Sports Academies scheme envisaged

by SAI aims to develop sports academies for various
The need for successful PPP in sports infrastructure sporting disciplines in collaboration with their respective
development: The involvement of the private sector in National Sports Federations in the PPP mode.06
sports infrastructure development in India is mainly in the
form of PPPs. Successful PPPs are therefore, a key enabler
of sports development. PPPs can be explored for creating Critical success factors for successful PPP in India
infrastructure through ‘Build-operate-transfer’ (BOT) models Critical success factors for effective use of the PPP mode
by contracting construction companies specialising in for sports infrastructure development and India’s position
building multi-purpose centres or allowing professional across these factors is discussed below:
private sector entities to manage and control the existing
state/central government sports infrastructure with the • Integration of PPP into the sports policy of states: States
objective of building commercial models and converting may integrate PPP into their sports policy. Various
the same into revenue centres. Higher asset utilisation states in India such as Gujarat and Rajasthan, have
and revenue generation could in turn incentivise sports delineated the role of PPP in their sports policy while
infrastructure creation. other states such as Madhya Pradesh have already
started development of sports cities via the PPP mode.
The sports policy of Haryana, a leading sporting state,
Current PPP activity in India defines in depth the need for development of sports
PPP for sports development in India is limited owing to a facilities when developing new commercial/residential
lack of standardised guidelines and incentives for states spaces.07
to integrate PPP into their sports policies — resulting in • Favourable PPP policy and direction/incentive for PPP in
funding constraints. However, some examples of PPP and sports from the central government: The Union Budget
PPP-related schemes in India include: 2016 focussed on reviving PPP08 for infrastructure
• The Naya Raipur Development Authority is building a creation through action for ensuring improved liquidity,
sports city in Naya Raipur, which would have facilities easier credit rating mechanism, and boosting (Real
like tennis, aquatic and an indoor stadium along the PPP Estate Investment Trusts (REITs) and Infrastructure
model (specifically, BOT). Private players are expected Investment Trusts (InvITs), further easing fund flows. In
to build the facility and hand it over to the authority. addition, the central government may develop guidelines
Some amount of this land is earmarked for a residential for PPP in sports policy for states to adopt and make
complex, which could cross-subsidise the sports available case studies of successful implementation of
facilities.06 PPP by states in India. The centre may incentivise states
to adopt PPP to spur infrastructure creation by using the
same as a criteria for allotment of national games.
06. “Business of Sports: Shaping a Successful Innings for the Indian Sports Industry”, CII-KPMG, 2014 08. “Budget 2016: Push for rural infra, PPP revival”, Indian Express, 1 March 2016
07. “Development of Sports & Sports Infrastructure: A Roadmap”, Assocham-Yes Bank, February 2014
52
Case study: Envisaging and defining the role of PPPs for sports infrastructure development in
Andhra Pradesh
Around two years ago, the Atlanta Hawks team was The State Government believes taking up the PPP
On account of Andhra Pradesh being selected to host mode would allow for the incorporation of a provision
the national games 2018-19, the State Government for setting up shopping complexes and other
has enhanced the budget for development of sports infrastructure in the stadium. This would not only help
infrastructure. The Government of Andhra Pradesh in effective maintenance of the stadium but would
expects to make an allocation of almost INR1,000 also make the stadium self-sufficient in terms of
crore for developing stadia in difference districts. revenue. Under Andhra Pradesh’s PPP initiative, private
The objective of using PPP for sports infrastructure players would be allowed to open these facilities for
development stems from the flexibility it allows the citizens on payment of fees and the stadium can
the government to focus entirely on recruiting top be put to use all year round, driving sporting culture.
physical education trainers and coaches to train youth Once built, the stadium could also double as a venue
in different sports activities while the private players for business activities, annual general meeting, school
focus on the revenue aspect.09 games, sports functions, regional games, music
concerts, live performances, etc.10
Self-sustainable (for-profit) academies For instance, IMG Reliance has entered into a 30 year
partnership with Basketball Federation of India (BFI) and
and other strategic initiatives a 15 year partnership with the All India Football Federation
While private sector involvement in stadium/sports (AIFF).12 These partnerships entail BFI and AIFF granting
city creation is mainly through the PPP mode, several commercial rights to all basketball and football properties
self-sustainable ventures and strategic initiatives exist (sponsorship, advertising, broadcasting, merchandising,
in the training and academies space. Several top ranking intellectual property, new league and franchise rights,
academies are run by former sportspersons themselves etc.) aimed at developing basketball and football from the
and have produced some leading players. Some of the top grassroots level to a professional league.
private academies include11:
• Gopichand Badminton Academy CSR and non-profit

• GunforGlory Corporate houses have traditionally invested in sports
through their CSR programmes, which has been the main
• Mary Kom Boxing Academy vehicle of private sector involvement in sports. Some
• Mahesh Bhupathi Tennis Academy examples include:
• Prakash Padukone Badminton Academy • Jindal Steel Works Foundation (the CSR arm of JSW)
has established one of the largest and prominent squash
• Baichung Bhutia Football Schools academies in Vasind, Maharashtra that has produced
• Bhiwani Boxing Club. international and national level players
• The Reliance Foundation (the CSR arm of Reliance) runs
While support in terms of land from the government and multiyear grassroots development programmes13 in
financial assistance from NSDF are often provided, the basketball and football under the Reliance Foundation
government may also get into partnerships/MoUs with Young Champs and Reliance Foundation Junior NBA
these academies to organise training camps and recognise initiatives
them as high performance centres. Moreover, the
government needs to ensure easier financing, availability Apart from corporate houses, there are non-profit players
of greater pool of trained professionals and more revenue such as the Olympic Gold Quest (OGQ) that support athlete
streams as the industry matures (sale of trained players training requirements and extend financial support to
to leagues/franchises, naming rights, etc.). Steps in this upcoming athletes by raising funds from individuals and
direction can go a long way in ensuring sustainability of corporates. Four out of the six medal winners14 at the 2012
these academies. London Olympics were supported by OGQ.
Advent of leagues is seeing a rise in strategic initiatives by CSR is an important avenue for sports development and the
league promoters and franchises to invest in grassroots government and corporate houses/non-profit foundations
infrastructure, training and talent scouting to actively may co-operate to realise synergies in academy building,
engage communities and develop a culture for their talent scouting and grooming in order to achieve the best
respective sports, ensuring long-term sustainability of results possible.
their commercial properties (leagues and franchises).
09. “AP to allocate 1,000 crore for sports infrastructure”, The Hindu, 8 March 2016 12. IMG Official Website, www.img.com, accessed as on 30 August 2016
10. “Sports Infrastructure to get a taste of PPP”, Financial Express, 2 August 2012 13. “Jio for Rio: Indian Olympics contingent gets backing from Reliance Digital Services”, Firstpost, 17 July
11. “Top 10 sports academies in India – Slide 1 of 10”, Sportskeeda, 8 September 2014 2016
14. Olympic Gold Quest Official Website, www.olympicgoldquest.in, accessed as on 30 August 2016
53
Innovation in sports infrastructure development

Asset planning, development of multi-purpose stadia Some leading international examples and practices are
and innovative revenue generating streams are common mentioned below.

methods for determining high future revenue generating
potential of infrastructure and RoI.
In addition to this, stadia developers are looking at Examples of legacy planning, technical
technology to create experiences that ensure that fans innovation and innovative ways to monetise
keep coming back. They are resorting to technological stadiums
advancements such as:
1. City of Manchester Stadium (A case study for
• Powerful wireless networks: Connectivity has legacy planning): Initially built as the main athletics
become a top priority for ensuring fan interaction. stadium for the Commonwealth games 2002, it was
Offering fast, reliable and secure connectivity can lead converted into a football stadium by Manchester City
to more revenue from additional food, beverage and FC for effective monetisation. The club has been able
merchandise purchases. to make this venture profitable through innovative
• Leading mobile apps: These apps are becoming an deals like selling the naming rights to an international
efficient and profitable way to engage the audience at airline and using the match day sales to pay rent to
live events. By offering services such as finding parking the council.
spots, locating seats, ordering food etc. these apps add 2. Italy Turina Stadium (A case study for innovative
to a smooth customer experience. financing): With an overall project cost of INR901.5
• Mobile Point of Service (POS): Mobile POS systems crore (EUR120 million), the financing of the stadium
enable fast, secure concessions and merchandise sales had a complex structure. Half the financing was
by delivering right to the seats. Hence, waiting in line is obtained from selling a commercial centre to be built
not required and space, manpower and time used can be within the stadium. Moreover, exclusive naming
reduced. rights and a proportion of the premium seating
capacity were sold to an international sports rights
• Beacons: Beacon implementation allows teams to marketing agency.
exclusive, stadium only promotions to their fans devices.
3. Levi’s Centre (A case study on technical
• Digital touch screen kiosks: These self-service kiosks innovation): Levi Centre, home to San Francisco’s
can be used for viewing venue maps, finding restrooms, 49ers, is one of the most connected stadiums in the
placing food and merchandise orders, etc. world. Its visitors can connect to a Wi-Fi network
• Giant HD video screens: Via these, fans can watch HD 10,000 times faster than the federal classification
live streams of the event, even when they leave their of broadband. The 49ers have also developed an
seats. app that can be used in the stadium to order food,
watch replays and buy tickets. The stadium also uses
• High speed cameras: These high speed cameras are beacons to geomap fans to alert them to the closest
making it easier for fans to take selfies and pictures and restroom or the shortest line.15
hence enhancing their experience. The cameras can
take up to one million pictures during every game and
fans can download them at their convenience.
• Customer Data Platforms (CDPs): CDPs allow sports
teams to gather useful information about their fans Sports infrastructure developers in India may follow the
and send them personalised content to sell tickets, above mentioned leading practices in asset planning,
merchandise, etc. technical innovation and design of multi-purpose centres
in order to keep utilisation rates high, and ensure high
• Targeted in-stadium ads: Denver Broncos’ Sports monetisation through enhanced user experiences. This
Authority Field created a powerful marketing platform by in turn can allow sports infrastructure developers/sports
installing 1,200 displays that are 55 inches or larger for organisers to achieve sustainability, driving greater
compelling high-definition experiences and high-impact infrastructure creation.
partner content. Using these to display customised ads
and offers, Broncos saw a 50 per cent increase in partner
sponsorship revenue.
• Go Pro video streaming: Using Go Pro video streaming
gives fans a feel of what it is like to see through the eyes
of an NFL player. These stunning visuals creates a lot of
buzz in the venue.15
15. “10 Ways Stadiums & Venues Are Using Technology to Delight Fans & Keep Them Coming Back”,
Umbel, 29 September 2015
54
Key issues and

challenges in sports
infrastructure
development
Several issues and challenges in the sports infrastructure
segment are listed below along with indicative
recommendations, where possible.
Restrictive guidelines for availing a

sports infrastructure creation grant
under ‘Khelo India Scheme’
The guidelines mandate construction of a sports
infrastructure project by only CPWD, state PWD, central/
state PSU. In order to bolster development of niche sports
infrastructure companies and the sports infrastructure
ecosystem, the government may on the other hand
ensure that the eligible entities availing the grant, follow a
competitive bidding process, inviting participation from the
private sector/niche sports construction companies.
Lack of clear guidelines on asset

utilisation
India lacks in asset planning and monetisation of built
assets, disincentivising infrastructure creation. The centre
may develop clear guidelines for maintaining sports
asset utilisation rates (for instance 75 per cent utilisation
throughout the year)16 to all states, in order to avail centre
grants for further sports facility creation. This is likely to
enforce due diligence in identifying the sites and sustainable
asset planning for sports infrastructure creation.
Limited PPP in sports infrastructure

creation
Steps need to be taken to enhance the use of PPPs for
sports development. The centre may release standard
minimum guidelines for the role of PPPs in sports
infrastructure creation for states to adopt and make available
case studies of successful PPP implementation in states.
The centre may also design the criteria for allotment of
national games on the basis of the extent of the integration
of PPPs in the state sports policy.
16. “Development of Sports & Sports Infrastructure: A Roadmap”, Assocham-Yes Bank, February 2014
The way forward
56
Becoming a stronger force in sports

India has a long way to go before it emerges as a serious development of sports in India, the country needs to focus
player in the world of sports. The country is facing a moment on three major aspects — governance and infrastructure,
of truth after yet another underwhelming performance at culture and focused approach to winning medals.
the 2016 Rio Olympics. To initiate a strong foundation for the
Key focus areas to attain dominance in sports
Improving governance and infrastructure of sports

• Incentivise involvement of private sector and non-
profits
• Provide financial security to sportspersons
• Separate politics from sports
• Increase use of PPP for infrastructure development
• Adoption of leading practices
Way forward
towards
India’s sports
dominance
Building a culture of sports Deploying a focused approach
to winning medals
Government
• Introduce sports in school/university • Focus on selective sports
curriculum with high potential in
India, such as badminton,
• Partner with foreign counterparts
shooting, wrestling and
Private/non-profits boxing
• Setting up leagues • Build capabilities in medal
• Organise school level tournaments intensive sports such as
for talent scouting swimming
• Provide ‘soft infrastructure’
01. “Pro-Kabbadi League teaches how to build a successful sports league”, The Economic Times, 29 July
2016
57
Improving the governance and Therefore, India could gain by utilising leading practices
of sporting nations to develop a comprehensive
infrastructure of sports framework for sports governance and management.
Incentivise involvement of the private sector and
non-profit organisations
Building a culture of sports
The government can seek the support of the private sector

and non-profit organisations for sports development — by According to the Managing Director of a leading
providing monetary and/or tax incentives for establishing sportswear brand in India, the most important element
sports training facilities, talent scouting and organisation of for developing a culture of sports in India is a change in
leagues and tournaments. the mindset of Indian parents01, who typically discourage
their children from spending too much time on sports.
The key to countering this mindset is a change at the
Provide financial security to sportspersons base level, where talent can be identified and groomed
Currently, sports is a high-risk proposition for the Indian at an early age — thus providing confidence to Indian
youth. The government can significantly improve financial parents.
assistance provided to sportspersons and make it a lucrative When legendary Brazilian footballer Pele visited India
career option to increase participation. in October 2015, his advice on how to develop football
in the country was — “start working at the base, it is
Decouple politics from sports important to train kids for the future”02.
To have former sportspersons of proven ability leading Therefore, in order to develop a strong sporting culture
sports bodies such as NSFs, can help achieve better in India, the government and the private sector/non-
visibility for each sport along with reduction in inefficiencies. profits can work in tandem and contribute to grassroots
development.
Increase the use of PPP for infrastructure

development Key initiatives the government can take
The government can utilise the PPP model to enhance Introduce sports in school/university curriculum
and speed-up infrastructure development in rural as well Currently, many of the schools, colleges and universities
as urban areas. Relaxations in policies regarding credit focus only on academic development of children. The
facilitation, taxation, control, ownership and management of government can mandate these academic institutions to
infrastructure can help attract companies in this space. introduce physical education and participation in sports
as a part of the curriculum to provide every student an
exposure to sports. Sports could be treated equally
Adoption of leading practices with academics by introducing it as a subject with equal
There are various models of sports governance and weightage in examinations. This can be done by working
development, which are efficient and transparent, and have with the governing bodies such as the Central Board
proved to be successful for different countries. For example, of Secondary Education (CBSE), Council for the Indian
China and the U.S. have contrasting, but successful sports School Certificate Examinations (CISCE), state boards
models. and All India Council for Technical Education (AICTE).
Partner with foreign counterparts

Key features of the Chinese and American sports
model The Indian government can partner with foreign
governments to enable knowledge transfer that is
mutually beneficial. Special programmes could be
China arranged for introducing Indian sportspersons to world
class training in sports where India has the potential
• China follows an extremely rigorous programme to excel, but is lacking in skill set (and vice versa). For
focussed on developing a small group of children into example, India is referred to as the ’sleeping giant’ of
Olympians football; the country’s budding footballers could gain
a lot from a comprehensive long-term development
• The government identifies potential medalists at programme, which may far exceed the benefits of
young ages of four to five years, and they are trained having foreign coaches for a short duration.
hard with a single goal of earning medals for the
country
The U.S.
• The U.S. has integrated sports with education, and
the college sports competitions — governed by the
National Collegiate Athletic Association (NCAA) — 01. “Building a sports culture in India”, Business Standard, 28 April 2014
are highly popular across the country 02. “Start at the base is Pele’s advice”, The Hindu, 13 October 2015
03. “Rio Olympics: How countries performed”, Livemint, 24 August 2016
04. “China dominates table tennis like no country in any other Olympic sport”, qz.com, 11 August 2016
58
Key initiatives which the private for-profit and This indicates that leading medal winners strategically
non-profit entities can undertake focus on a specific set of sports and try to maintain
their lead. For example, China has displayed exemplary
Setting up leagues leadership in table tennis; the country has won 28 gold
In the past two to three years, India has witnessed a medals from a total of 32 events across eight Olympics
surge in the number of leagues set-up across multiple from 1988–2016 (both inclusive).04 Similarly, the U.S. has
sports including football, kabaddi, wrestling, badminton consistently led swimming events.
and hockey. More league-based tournaments for
other sports that India has the potential to excel in (for India has also displayed some potential in badminton,
example, archery, boxing and shooting) can help further boxing, wrestling and shooting — with all of the 12
promote the idea of sports as a viable career option. medals won in the last four Olympics (2004–16) coming
from these four sports.03
Organise school level tournaments for talent
scouting Medals won by India at the Olympics – by sport
(2004–16)
Several corporates, non-profits and professional
leagues in the country are involved in identifying young
sporting talent through small-scale tournaments and
training programmes. However, the accessibility of 2 2
these programmes is limited, and thus, many more
organisations are needed to expand the reach to rural
areas as well.
Provide ‘soft infrastructure’
In addition to the physical infrastructure, sportspersons
also need ‘soft infrastructure’ for their development;
non-profits can go a long way in grooming talented 1 1 1 1 1 1 1 1
sportspersons through mentorship programmes and
facilitating training for the coaches.
Employ a focussed approach towards

selective medal-intensive sports
An analysis of medals won by countries at the Olympics
0 0 0 0 0 0
reveals that the leading medal winners have consistently
garnered most of their medals from a select set of 2004 2008 2012 2016
sports, and the trend continued at 2016 Rio Olympics
as well.03 For the U.S., which led the medal tally at 121, Shooting Wrestling Badminton Boxing
the top three sports (by the number of medals won)
accounted for 63.6 per cent of the total medals won at Source: “Rio Olympics: How countries performed”, Livemint, 24 August 2016
the 2016 Rio Olympics.03
Share of the top three sports in the total medals

won at the 2016 Rio Olympics – by country Moreover, at the 2016 Rio Olympics, a select few
athletes won a large number of medals for their
countries; for example, Usain Bolt alone accounted for
The U.S. 63.6% 27.3 per cent of the total medals won by his country,
Jamaica. Similarly, Hungarian swimmer Katinka Hosszu
Japan 63.4% earned her country 26.7 per cent of the total medals.03
Australia 58.6%
In conclusion, there appears to be a clear pattern.
Countries win medals by focussing their efforts on a
small number of select individuals in particular sports.
Italy 53.6%
Therefore, the government can:
Russia 48.2% • Start focussing on sports that have displayed high
potential, such as badminton, boxing, wrestling and
Germany 40.5% shooting.
• Focus on medal intensive sports such as swimming and
France 40.5%
athletics to increase the likelihood of a win.
Great Britain 38.8%
China 34.3% 03. “Rio Olympics: How countries performed”, Livemint, 24 August 2016
04. “China dominates table tennis like no country in any other Olympic sport”, qz.com, 11 August 2016
Source: “Rio Olympics: How countries performed”, Livemint, 24 August 2016
59
Conclusion
India has a long journey ahead on its path to developing a
strong sports culture. However, the ongoing developments

indicate a promising future. A rising number of sports
start-ups, significant growth in gym memberships and the
increasing number of marathoners in the country, indicate
a clear trend of growing consciousness about health and
fitness amongst the Indian youth.05 The early success
achieved by league-based events across multiple sports
indicates a strong potential for Indians to consume sports
other than cricket. This also encourages more and more
people to consider sports as a profession for themselves
or their children. Increasing involvement of non-profits as
well as for-profit organisations in growth and development
of budding sportspersons is also a boon for the country.
Moreover, with the introduction of schemes such ‘Khelo
India’, the government is working on providing a robust
structure for sports development. In essence, India’s road
to sporting glory is brightly lit with an inclusive effort from all
the stakeholders.
05. “Building a sports culture in India”, Business Standard, 28 April 2014
60
61
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62
About CII
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Partnerships with civil society
63
Glossary
ABSC Army Boys Sports Companies Scheme KAI Karate Association of India
KKR Kolkata Knight Riders

AICTE All India Council for Technical Education
LNCPE Lakshmibai National College of Physical Education
AIFF All India Football Federation
AIU MoU Memorandum of Understanding

Association of India Universities
AKF MYAS Ministry of Youth Affairs and Sports

Asian Kabaddi Federation
NBA National Basketball Association
AKFI Amateur Kabaddi Federation of India
NFL National Football League (U.S.A.)
ATK Atletico de Kolkata
NSDC National Sports Development Code of India
BARC Broadcast Audience Research Council
BCCI NSDF National Sports Development Fund

Board of Control for Cricket in India
BFI NSF National Sports Federation

Basketball Federation of India
NSNIS Netaji Subhas National Institute of Sports
BOT Build-operate-transfer
NSTC National Sports Talent Contest Scheme
CAGR Compound Annual Growth Rate
OCA Olympic Council of Asia
CAS Court of Arbitration for Sports
OGQ Olympic Gold Quest
CBSE Central Board of Secondary Education
PBL Premier Badminton League
CISCE Council for the Indian School Certificate Examinations
PKL Pro Kabaddi League
COE Centres of Excellence
PPP Public Private Partnership
CPWD Central Public Works Department
PSU Public Sector Undertaking
CSR Corporate Social Responsibility
PWD Public Works Department
CTL Champions Tennis League
PWL Pro Wrestling League
CWC Cricket World Cup
PYKKA Panchayat Yuva Krida Aur Khel Abhiyan/Rajiv Gandhi Khel
CWF Commonwealth Games Federation
Abhiyan
CWG Commonwealth Games
REIT Real Estate Investment Trusts
DSA District Sports Association
SAG Special Area Games Scheme
FIFA Fédération Internationale de Football Association
SAI Sports Authority of India
GBP Great Britain Pound/British Pound
SGFI School Games Federation of India
GDP Gross Domestic Product
SOA State Olympic Association
GRP Gross Rating Point
SPN Sony Pictures Networks India
HIL Hockey India League
SSA State Sports Association
ICC International Cricket Council
STC SAI Training Centres
IHF Indian Hockey Federation
TVT Television Viewership in Thousands
IKF International Kabaddi Federation
UEFA Union of European Football Associations
INR Indian National Rupee
U.S./U.S.A. United States of America
IOA Indian Olympic Association
USD United States Dollar
IOC International Olympic Committee
UT Union Territory
IPL Indian Premier League
WKC Women’s Kabaddi Challenge
IPTL International Premier Tennis League
WWE World Wrestling Entertainment
ISL Indian Super League
y-o-y Year-on-Year
JSW Jindal Steel Works
64
Acknowledgements
This report was prepared by KPMG team from
India comprising of:
• Jitesh Gera
• Smita Jain
• Snegdha Gupta
• Sonali Sethi
• Sharon D’silva
• Aamir Munshi
• Sheekha Panwala
• Shveta Pednekar
• Nikhilesh Shetty
KPMG in India contacts: Confederation of Indian
Industry (CII) contacts:
Nitin Atroley Amrita Nanavaty
Partner and Head Deputy Director
Sales and Markets T: +91 22 2492 9694
T: +91 124 307 4887 E: [email protected]
E: [email protected]
Jaideep Ghosh Dr Saugat Mukherjee

Partner and Head Regional Director - Western Region
Transport, Leisure and Sports T: +91 22 2493 1790
T: +91 124 307 4152 E: [email protected]
E: [email protected]
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The Business Sports PDF

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The business

8 Foreword 29 Indi a in sports: Key

9 Executive summary 41 Business of leagues

55 The way forward 64 Acknowledgements

61 About KPMG in India

Message from Chair,

Message from Chairman,

Sports events INR5.1 lakh crore

Key trends driving the market

Sports apparel, INR19.7 lakh crore

Sports clubs (fitness, INR6.7 lakh crore

Growing female viewership

INR37.8–44.2 lakh crore

Source: “Winning in the Business of Sports”, A.T. Kearney, 15 February 2014

Growth in rural viewership numbers

Sports ecosystem in India

Sports ecosystem of India

Source: KPMG in India’s analysis, 2016

Key organisations managing sports in India

Source: KPMG in India’s analysis, 2016.

MYAS Sponsorship Performance

• During its first season in 2015, the Pro Wrestling League

• Star India’s online content delivery platform Hotstar’s

Business of leagues Sports infrastructure

18. KPMG in India’s analysis, 2016

Key issues and recommendations

Segment of the Issue Recommendations

Source: KPMG in India’s analysis, 2016.

India has a long journey ahead on its path to developing a

Sports events INR5.1 lakh crore

Sports apparel, INR19.7 lakh crore

Sports clubs (fitness, INR6.7 lakh crore

Infrastructure INR6.3–12.7 lakh crore

INR37.8–44.2 lakh crore

Source: KPMG in India’s analysis, 2016.

Gate fee Moreover, cricket continues to dominate Indian sports;

Broadcasting and media rights

Merchandise Rising importance of technology and

Engagement through social media 20%

Female viewership — Indian sports leagues

Sponsorship money raised by other sports is also on the rise.

Growth in rural viewership numbers

Rising number of sports start-ups

Key components of the Indian sports ecosystem

Sports ecosystem of India

Source: KPMG in India’s analysis, 2016

Sports governance in India

Sports National Sports

District Sports District Sports

Source: KPMG in India’s analysis, 2016.

Roles and responsibilities of major governing entities

Sports Authority of • Carries out MYAS’ objectives

crucial for the development of sports in the country. While

Key challenges faced by

Viewership athletes were on — 14.4 million viewers were recorded

The recently concluded UEFA Euro Cup had 50.1 million

on-ground, team, franchise fee, sportspersons/

47.8% On air sponsorship has consistently accounted for the bulk

Indian sports sponsorship market — by segment