PHASE 1 REPORT

COMPANY and INDUSTRY ANALYSIS REPORT

&

PROJECT PROPOSAL

Rahul

Roll No: CUN110550059

Section ‘B’

Specialization: Marketing

Faculty Guide: Prof. Samridhi Singh

Company Guide: Mr. Rohan Pathare

Company: Kings XI Punjab

(K.P.H.Dream Cricket Pvt Ltd.)

TABLE of CONTENTS

DESCRIPTION PAGE NO

PART 1

1.1 Company overview 3

1.2 Industry Overview 4 – 8

1.2.1 International overview 4

1.2.2 Domestic Overview 5 – 8

1.3 Profile of Major Players and their Valuation 9 – 12

1.4 Financials 13 – 17

1.5 SWOT Analysis 18

PART 2

2.1 Synopsis 19 – 20

2.2 Objectives 20 – 21

2.3 Limitations 21

2.4 Proposed Methodology 21

2.5 Project Road Map 22

2.6 References 23

PART 1

Company and Industry Analysis Report

1.1 Company overview

K.P.H. Dream Cricket Pvt. Ltd. owns and operates a cricket team under the name Kings XI

Punjab. Its team participates in the Indian Premier League (IPL) cricket event. The company was

incorporated in 2008 and is based in Mohali, India.

Kings XI Punjab is a cricket franchise based in Mohali, Punjab in the Indian Premier League. It

is currently captained and coached by former Australian wicket-keeper batsman Adam Gilchrist.

The team plays its home matches at the PCA Stadium, Mohali. Since 2010 IPL, it has been

playing some of the home games at Dharamshala.

The first owners of the franchise included Preity Zinta, Karan Paul (Apeejay Surendera Group)

and Mohit Burman (Dabur). The group paid a total of $76 million to acquire the franchise. On 10

October 2010 the franchise agreement of Kings eleven was terminated by the IPL committee

along with Rajasthan Royals due to their disputes. But they were brought back

Logo & Meaning

THE CREST

The base of the logo is the crest. This is also the base for a shield or a coat of arms or a badge. It epitomizes pride: it is a matter of pride to be awarded a sh ield or to be wearing a badge on one’s chest. In fact, most of our National awards come in the form of badges that are worn on the chest. Most contests have a shield as an award. Thus this symbol is the mark of a brave winner.

THE BANNER

The peak of the crest showcases a banner with the letter sequence ‘K.J.H.P.H’ inscribed on the same. These letters stand for Kashmir, Jammu, Himachal, Punjab and Haryana, in the same sequence as they appear on the map of India. While our name may only have ‘Punjab’ as an intrinsic part, it is all these states that our team proudly represents. The word ‘Punjab’ in the name stands more for the fun and aggressive mindset, which has come to be associated with people of the region.

THE LIONS

These lions bring to life the phrase ‘Sher-e-Punjab’, which literally means ‘Lions of Punjab’. Punjabis like to see themselves as brave, royal and with huge hearts, qualities best epitomized by a lion. These reflect in their loud, hospitable and gallant culture. Symbolically, the two lions represent Maharaj Ranjit Singh, the most intelligent and powerful ruler of North India and the erstwhile Maharaja of Patiala, Bhupinder Singh. The latter was the first Indian to lead an Indian cricket team to Lord’s in 1911 and was instrumental in setting up of the BCCI.

Thus, together the two lions depict the strength & fierceness of the Punjabi and the desire to excel in cricket.

1.2 Industry Overview

The sports and entertainment industry is one that is rapidly growing, both in the world and in

India. For India in particular, the onset of the IPL, which combines cricket with entertainment

and all that glamour, has really given this industry the much needed push. On a worldwide stage

especially in the US, it is quite developed and a huge money-spinner.

1.2.1 International Overview –

Over the past 20 or 30 years, the major trend in sports has been the tremendous growth in revenues, primed by televised broadcasting of games. This innovation led first to increased

advertising sales, then to sponsorships, and then to stadium naming rights. Player endorsements provide a human (or superhuman) face to these sports-marketing efforts. Over time, teams and leagues have become much more business-minded, and revenues have increased many times over.This transformation has fueled the need for business people to wheel and deal, and squeeze as much money out of every sporting event or deal as possible.

However, sports consumers (whoops, make that "fans") are becoming increasingly disillusioned with the transformation of sports into a money-making machine, one that has encouraged player hubris, corporate intrusion, and a general disregard for the fans. Older fans have voted with their, um, backsides, by keeping them at home rather than seating them in stadiums. And younger people have moved toward "action" sports more to their liking, such as snowboarding and BMX, as these are exactly the kinds of things they like to do themselves.

As consumers retreat, corporate sponsors are forced to be more selective in their campaigns, usually by targeting as closely as possible the demographic they are after. They are also demanding more from sponsorship deals. Valuation services is a growing segment of sponsorship, since it attempts to quantify and evaluate the return on investment of any such deal.

As we move into the digital age, it's getting more difficult to cleanly break down the industry into traditional categories. One reason for this is the proliferation of new forms of entertainment-DVDs, the Internet, and the like. Another reason is that many film, television, and music companies have united to form entertainment conglomerates.While the landscape of the industry is changing, for the purposes of this profile we break entertainment into three traditional categories: television, film, and music, and then follow these up with a look at sports entertainment as its own standalone category.

1.2.2 Domestic Overview –

The Sports and Entertainment industry

The sports entertainment industry witnessed a good year in 2010 and an even more spectacular one in the first half of 2011 on the back of a roaring cricket season (ICC World Cup 2011, IPL Seasons 3 and 4, T20 World Cup) and the FIFA World Cup. The year 2010 also saw the successful completion of the Commonwealth Games with India showing its besteverperformance.

Advertising on key sporting events Key sports properties like the World Cup and IPL 4 gained higher revenues. IPL 4 was bigger than the World Cup in terms of ad revenue. Ad rates for the World Cup doubled as compared to its 2007 edition and showed a 25 to 30% increase for IPL 4 over IPL 3.

The total ad revenues of IPL and the World Cup combined are expected to constitute about 10 to 12% of the total ad revenues of the calendar year 2011.

Commonwealth Games 2010 Marred with controversy, the Commonwealth Games were held in India from 3 to 14 October 2010. From a media point of view, the Games spelled success. The opening ceremony received wide appreciation and 11.6 million viewers in the metros tuned in across DD National and DD Sports. Across the six metros, 7.4 million viewers watched the show on DD National while the

remaining came from DD Sports on 3 October 2010. In comparison, the opening ceremony of the Olympic Games in 2008 was watched by 7.8 million viewers across the two channels.

Doordarshan earned revenues of INR 559.9 million from the Commonwealth Games while Prasar Bharati’s revenue from the Commonwealth Games stood at INR 581 million.

IPL (Seasons 3 and 4)

IPL 3 received a better response as compared to IPL 2. However performances were not at par with IPL 1. It received an average (last 53 matches) TVR of 4.5% as compared to four per cent in IPL 2 but lower than 4.7% of IPL 1. However, according to TAM sports, IPL 3 was able to reach 138 million viewers as compared to 121 million in IPL 2 and 100 million in IPL 1. IPL 3 also saw its online debut as www.youtube.com streamed matches live.

IPL 4 however was affected by India’s glory at World Cup 2011. The rates for the first few matches were not at par with expectations and much below the ones in previous editions of IPL. Buoyed by the World Cup glory, Indian fans were not yet ready to take sides in IPL and were shying away from watching the matches. IPL 4 had its effect on Hindi GECs as they lost out on GRPs.

ICC Cricket World Cup 2011

India won the World Cup after a gap of 28 years. While this was good news for fans, it was even

better news for advertisers. If ratings are anything to go by, things just got better and better once

India progressed through the group stages to the knockouts and then to the final. The final of the

ICC Cricket World Cup was the most watched event of the whole tournament and even bettered

the records set by IPL. Tournament average for 2011 was 3.86 TVR as compared to 2.02 TVR in

2007, where India was ousted in the early stages.

Of the matches played, India vs England was the most watched match in the group stages

garnering a TVR of 12.63. However, this was better by the match average TVR or 20.98 for the

India vs Pakistan match as expected and this was furthered bettered by match average TVR of

23.21 for the final between India and Sri Lanka.

Outlook of sports entertainment

Cricket has always been a major advertisement attraction sport and generates much revenue.

Moreover, the advertisement spot rates for cricket matches in which India plays have generally

been higher. The year 2011 saw India winning the ICC Cricket World Cup as well as IPL 4.

India has many more tours lined up in 2011 and due to the impetus given by India’s World Cup

win, we can expect fans to take extra interest in watching upcoming tours. This will also generate

extra advertisement revenues. We expect 2011 to fare much better in terms of advertisement

revenues as compared to 2010. It is estimated that cricket alone will generate over INR 20 billion

in 2011 as compared to around INR 13 billion in 2010.

1.3 Profile of Major Players and their valuation

In the Indian sports and entertainment industry, there is really only one event that stands head

and shoulders above anyone else – the IPL. The IPL is considered by many as an industry in

itself. Come summer and the IPL becomes the hottest industry for brands across all sectors. It

was valued at a whopping $4 billion in 2011! So let’s talk about the various franchises in the

IPL:

Royal Challengers Bangalore (Kannada: ರಾ�ಯಲ್ � ಚಾಲೆಂ�ಜರ್ಸ್ �� ಬೆಂ�ಗಳೂರು�; often abbreviated

as RCB) is a cricket team based in Bangalore that plays in the Indian Premier League. The team

is currently lead by New Zealand all-rounder Daniel Vettori and coached by South African Ray

Jennings. The team is owned by Vijay Mallya, through his flagship firm UB Group. RCB plays

all its home matches at the M. Chinnaswamy Stadium. The franchise has been one of the most

successful and consistent in the IPL having reached the semis/play-off's every season apart from

2008 and is the only team in the world to have qualified for and played in all the three seasons of

the Champions League Twenty20tournament.

Rajasthan Royals (Hindi: रा�जस्था�न रा�यल्स) is an Indian Premier League franchise based in the

city of the Jaipur. It is currently captained by former Indian captain Rahul Dravid. They won the

inaugural edition of the Indian Premier League under the captaincy of former Australian spin-

legend Shane Warne. In 2010, they were terminated by the BCCI for a brief period for violations

in terms of agreement but were allowed to play in the league soon after the Board lost the case in

the Supreme Court.

Mumbai Indians (Marathi: मुं��बई इं�डि�यन्स), is a franchise cricket team representing Mumbai in

the Indian Premier League. The team is one of the eight founding members of the IPL in 2008.

Mumbai Indians are currently led by Harbhajan Singh, and is coached by Robin Singh. They are

one of the main teams in the city, together with clubs like the Mumbai cricket team and football

club Mumbai FC. The team is owned by India's biggest conglomerate, Reliance Industries,

through its 100% subsidiary IndiaWin Sports. Mumbai Indians is ranked no. 2 in the IPL with a

brand value of $57.13 million in season four of IPL after Chennai Super Kings(who are the no. 1

with brand value of $70 million).

Kings XI Punjab (Punjabi: ਕਿੰ��ਗਜ਼ ੧੧ ਪੰ�ਜਾਬ) is a cricket franchise based in Mohali, Punjab in

the Indian Premier League. It is currently captained and coached by former Australian wicket-

keeper batsman Adam Gilchrist. The team plays its home matches at the PCA Stadium, Mohali.

Since 2010 IPL, it has been playing some of the home games at Dharamshala.

Kolkata Knight Riders (often abbreviated as KKR) is a franchise representing Kolkata in the

Indian Premier League. The team is currently captained by Gautam Gambhir and coached by

Trevor Bayliss, a former Australian cricketer. The bowling legend Wasim Akram is the team's

bowling consultant and mentor. Sourav Ganguly, who was the team's Icon Player for the first

three seasons, captained the side in the first and third seasons of the tournament while Brendon

McCullum led the team in the intervening period.

The official theme of the team is Korbo, Lorbo, Jeetbo Re (We will do it, Fight for it, Win it) and

the official colors are purple and gold. As per the recent study done by a UK based brand

valuation company, Kolkata Knight Riders are ranked as the second most valuable franchise

brand at US$46 million. Celebrity Shahrukh Khan’s hard-selling of the KKR brand has

counteracted the team’s poor on-field performance through the first three seasons. The team's

performance, however, improved in the fourth season as it qualified for the IPL playoffs and also

made it to the Champions League Twenty20 for the first time.

The home of the Kolkata Knight Riders is Eden Gardens, the largest cricket stadium in India. It

is also one of the largest stadiums in Asia, together with Salt Lake Stadium and May Day

Stadium.

Chennai Super Kings (often abbreviated as CSK) is a franchise cricket team based in Chennai,

Tamil Nadu that plays in the Indian Premier League. Founded in 2008, the team is currently

captained by Mahendra Singh Dhoni and coached by Stephen Fleming, a former New Zealand

cricketer. The team's home ground is the M. A. Chidambaram Stadium (often referred to as

Chepauk).

Chennai Super Kings (CSK) is the most successful team in the Indian Premier League team so

far. The team has won the IPL title twice in succession (2010and 2011) and reached the play-offs

every season.[2] They were also the first Indian team to have won the Champions League

Twenty20. The leading run-scorer of the side is Suresh Raina, while the leading wicket-taker

is Albie Morkel. The brand value of Chennai Super Kings is estimated at USD 70.16 million,

making them the most valuable franchise.

Delhi Daredevils (Hindi: दि�ल्ली� ��यरा��डि�ल्स) is the Delhi franchise of the Indian Premier

League in cricket. The franchise is owned by the GMR Group. During the franchise auction for

the Indian Premier League teams, the GMR Group purchased the Delhi Daredevils for $84

million. The team is currently captained by Virender Sehwag and is tipped as the hot favourite to

win this edition of the IPL.

Deccan Chargers known in short as DC or 'Chargers' is a cricket franchise that represents the

city of Hyderabad in the Indian Premier League. They, after finishing last in the first season of

the IPL, won the second season held in South Africa in 2009, under the captaincy of former

Australian wicket-keeper batsman Adam Gilchrist. Gilchrist was the captain of the team for the

first three seasons of the IPL. From the fourth season, Kumar Sangakkara has been leading the

team and Cameron White has been playing as his deputy. The team is coached by Darren

Lehmann, former Australian Test and One-Day Cricketer.

Team Owner Chief

Sponsor

2011-12

Ranking

Operating

finacials

2009-10

(Rs)

Brand

Valuation

2009-10

(Rs)

Franchise

Fee (Rs)

United Spirits Royal

Challenge

2 5.58 crore

(loss)

71 crore 568 crore

Jaipur IPL

Cricket Ltd

UltraTech

Cement

6 35.51 crore

(loss)

51 crore 341 crore

Reliance

Industries

Hero

Motocorp

3 42.89 crore

(loss)

86 crore 569 crore

Preity Zinta,

Ness Wadia,

Mohit

Burman

Videocon

D2H

5 65.68 crore

(loss)

76 crore 387 crore

Red Chillies

Entertainment

Pvt Ltd

Nokia 4 11.85 crore

(loss)

112 crore 382 crore

India

Cements Ltd

Aircel 1 19.30 crore

(loss)

92 crore 463 crore

GMR

Holdings

Muthoot

Group

10 47.11 crore 97 crore 427 crore

Deccan

Chronicle

Holdings Ltd

Emirates 7 82.09 crore

(loss)

56 crore 544 crore

1.4 Financials

Revenue and Profits: IPL Season 1

Only in the first season of the IPL were the revenues and profit figures published by the BCCI.

The Indian Government earned Rs 91 crore as tax revenue from the 1st

season of the IPL.

Franchise   Earnings

The first season was a huge success for the IPL. It should be noted that during the first season no

one had expected the franchises to break even since most of them had paid huge amounts to buy

the clubs, but the table below shows that some of them are already profitable from Season 1

Note: All Figures are in Indian Rupees crores

Mumbai Indians

Revenue

a. Broadcasting Rights - 35

b. Team Sponsors - 20

c. Gate Receipts - 14

Total Revenues(a+b+c) - 69

Expenses

Franchise Fees - 45

Team Expenses - 20

Advertising & Admin - 20

Total Expenses(a+b+c) - 85

Mumbai Indians Net Loss - -16

Royal Challengers Bangalore 

Revenue

a. Broadcasting Rights - 35

b. Team Sponsors - 0

c. Gate Receipts - 10

Total Revenues(a+b+c) - 45

Expenses

a. Franchise Fees - 48

b. Team Expenses - 22

c. Advertising/Admin - 18

Total Expenses(a+b+c) - 88

Royal Challengers Bangalore Net Loss - -43

Deccan   Chargers

Revenue

a. Broadcasting Rights - 35

b. Team Sponsors - 17 ;

c. Gate Receipts - 12

Total Revenues(a+b+c) - 64

Expenses

a. Franchise Fees - 45

b. Team Expenses - 24

c. Advertising/Admin - 13

Total Expenses(a+b+c) - 82

Deccan Chargers Net Loss - -18

Chennai Super Kings 

Revenue

a. Broadcasting Rights - 35

b. Team Sponsors - 25

c. Gate Receipts - 12.8

Total Revenues(a+b+c) - 72.8

Expenses

a. Franchise Fees - 36

b. Team Expenses - 24

c. Advertising/Admin - 13

Total Expenses(a+b+c) - 73

Chennai Super Kings Net Loss - -0.2

Delhi   Daredevils

Revenue

a. Broadcasting Rights - 35

b. Team Sponsors - 20

c. Gate Receipts - 15.4

Total Revenues(a+b+c) - 70.4

Expenses

a. Franchise Fees - 34

b. Team Expenses - 23

c. Advertising/Admin - 20

Total Expenses(a+b+c) - 77

Delhi Daredevils Net Loss - -6.6

Kings XI Punjab

Revenue

a. Broadcasting Rights - 35

b. Team Sponsors - 22

c. Gate Receipts - 9

Total Revenues(a+b+c) - 66

Expenses

a. Franchise Fees - 30.4

b. Team Expenses - 25

c. Advertising/Admin - 13

Total Expenses(a+b+c) - 68.4

Kings XI Punjab Net Loss - -2.4

Kolkata   Knight Riders

Revenue

a. Broadcasting Rights - 35

b. Team Sponsors - 34

c. Gate Receipts - 20

Total Revenues(a+b+c) - 89

Expenses

a. Franchise Fees - 31

b. Team Expenses - 25

c. Advertising/Admin - 20

Total Expenses(a+b+c) - 76

Kolkata Knight Riders Net Profit - +13

Rajasthan Royals 

Revenue

a. Broadcasting Rights - 35

b. Team Sponsors - 16

c. Gate Receipts - 8

Total Revenues(a+b+c) - 59

Expenses

a. Franchise Fees - 27

b. Team Expenses - 13

c. Advertising/Admin - 13

Total Expenses(a+b+c) - 53

Rajasthan Royals Net Profit - +6

1.4 SWOT Analysis of IPL

Strengths

Short span i.e., 2 ½ hours therefore fast-paced and exciting

Can be played on a weekday evening or weekend afternoon Very appealing as a mass sport as a spectator sport as well to TV audiences. Revenue is maximized

Weaknesses

It is the verge of damaging the game that generated it.  Stakes are very high.  Some teams have overpriced their advertising/sponsorship in order to gain some short-

term returns.

Opportunities

Large potential mass audience is very attractive as a marketing opportunity, especially for advertisers and sponsors.

The long-term success of all of the franchises lies in the generation of a solid fan-base who will generate large TV revenues.

Different markets and revenue sources will emerge for IPL. Huge opportunity for merchandising.

Threats

Maintaining the level of competition and interest in IPL or else the revenue will fall. It won't be a quick return on investment - so owners need to be in it for the long-term. Franchises are very expensive. Therefore breaking even will also take time. The most highly priced teams may not be those that have the early success. Revenues will

come from the most highly supported teams.

Part 2

Project Proposal

Project Title: Event Management

Project Duration: 23 rd Mar-30 th May, 2012

2.1 Synopsis:

This IPL season Kings XI Punjab has hired 4 interns from all over India to help in its marketing and operations. When we arrived here, almost all of the marketing efforts had been completed. So the primary focus of our work here would be learning how an event like the IPL is organized by a franchise, and thereby help the franchise in implementing its operations.

It’s so easy to watch an IPL match on TV. But coming here, we now know that it takes months of efforts to organize, market and implement it. Day-by-day we have learnt quite a lot of all the operations involved in organizing our home matches – right from stadium branding to redecorating the players’ dressing room, from merchandizing to gate and hospitality duty on matchdays. We have learnt how even the small things matter when it comes to sponsor servicing; how important it is to be disciplined in such a field; and no matter what you do, the final success of your team would reflect in their performance on the field.

IPL is basically managed by IMG – the biggest event management company in the world. IMG is proud to work with the world’s top sports federations and leagues to deliver world-class events around the globe. IMG has managed and facilitated the production of every match for the phenomenally successful Indian Premier League. We at Kings XI Punjab are responsible for the home matches to be played at Mohali and Dharamshala. The project assigned to us is playing a key role in managing the whole IPL event in one way or the other. We have been doing a variety of jobs here at Kings XI which can be classified into three parts:

Before the Match Day During the Match Day After the Match Day

Before the Match day:Major chunks of work before the match includes:

Promoting the sales of tickets for the matches. Monitoring the Stadium Branding. Redecorating the Player’s Dressing Room. Maintenance of all the Corporate Boxes and AC Lounges Merchandise handling Stamping of bands for the different boxes Social Media Marketing

During the Match day:

On the day of the match we work under the hospitality team / gate duty The job is to take care of the VIPs, VVIPs, Media, Sponsors, Owners as well as

the general public

We make sure that : There is no fake or illegal entry. Ensure proper working of the anti-ambush team. We don’t run out of food and drinks. The quality of food and drinks are as per standards. There is no chaos and breaking of rules. There is harmony between the police and security. There is no damage or theft of property.

After the Match day:

Post Match we are required to: Submit a report of :

The issues faced during the match The technical glitches Misuse of authority by the policemen Quality of catering and housekeeping Suggestions to improve the above

Work on the problems discussed above. Make sure it does not happen in the next match.

2.2 Objectives:

The project is basically designed to inculcate in us all the skills required to manage an extravagant sports event and make us capable enough to manage any event of its kind. The objective of the project is to give us a first hand experience of:

How a sports entertainment industry works. How to market a sports company. How to realize the core competency of the company and work on it. How to work under pressure. How to match up with the high standards of IPL and meet the competition with the rival

teams. How to work with diverse work teams.

Value Addition to the Company:

Our roles and responsibilities change depending upon the time frame. We are entirely responsible for the department handed over to us. We try to come up with innovation and do things in an unconventional manner.

We are trying to reach out to the people to establish and increase the visibility of the company.

Since we are interns, our roles aren’t properly defined, and hence we can work in any given role as described above

2.3 Limitations:

We as interns are unable to go into the nuances of the whole thing. We are not too involved in the planning part and have much of an execution job. We cannot change the standards as laid by IMG and have to follow them. Tickets and Merchandising Promotion is majorly affected by the cricket team’s

performance which is not in our hands.

2.4 Proposed Methodology:

The methodology is as follows:

First we were briefed about what is to be done, what are the standards to be matched, what is the budget and what is the deadline.

Secondly we were demonstrated as to how it was done last year. Then we were handed over that complete job and are given the freedom to come up with

as many ideas as possible. The ideas were brainstormed and filtered by the mentor. We then carry out with the work with constant feedback and suggestions from time to

time coming our way from the mentor. Our work is then reviewed and improvements if necessary are suggested and taken care

of. Constant learning after every match builds up our knowledge and helps us improve our

future performance At the end of our internship we would be required to submit a complete report of our

experience and operations at the company

2.5 Project Road Map:

Before the Match Days:

Date Job Location23rd Mar-11th April Stadium Branding, Ticket

Sales Promotion, Social Media Advertising, Infrastructure Maintenance.

Mohali

14th May-16th May Stadium Branding, Ticket Sales Promotion, Infrastructure Maintenance.

Dharamshala

On Match Days:

Date Job Location12th April Hospitality / Gate Duty Mohali18th April Hospitality / Gate Duty Mohali20th April Hospitality / Gate Duty Mohali25th April Hospitality / Gate Duty Mohali5th May Hospitality / Gate Duty Mohali13th May Hospitality / Gate Duty Mohali17th May Hospitality / Gate Duty Dharamshala19th May Hospitality / Gate Duty Dharamshala

Between Match Days:

Date Job Location13th April-17th April Stadium Implementation and

OperationsMohali

19th April Stadium Implementation and Operations

Mohali

21st April-24th April Stadium Implementation and Operations

Mohali

26th April-4th May Stadium Implementation and Operations

Mohali / Dharamshala

6th May – 12th May Stadium Implementation and Operations

Mohali

13th May – 21th May Stadium Implementation and Operations

Dharamshala

23th May- 30th May Stadium Implementation and Operations

Mohali

2.6 References:

http://www.kxip.in/ http://www.wetfeet.com/careers-industries/industries/entertainment-and-sports

http://www.pwc.se/sv_se/se/media/assets/india-entertainment-and-media-outlook- 2011.pdf

http://www.indiabroadband.net/sports-forum/17631-revenue-profits-ipl-season-1-a.html http://www.slideshare.net/sureshshan1/the-business-of-ipl-cricket http://toostep.com/insight/understanding-ipl-through-swot-analysis http://www.wikipedia.org/ http://www.iplt20.com/

Apart from these, official websites of all the IPL teams were perused as per convenience. Also a major source of information was our seniors and colleagues in the organization.