The sport of cricket is an fascination in India, the country that's the most significant economic force in the cricket world. In 2007, top level cricket was played chiefly by national teams. National governing bodies, using domestic players, the finest of whom played on the national team controled national leagues. It would include city-based franchises, and play with its first season starting in mid- . The six-week season would have 59 matches, including a playoff to decide the overall victor. Teams would include the best international players. Substantially was needed to make this happen. Eight team franchises were auctioned for a total of $718 million, in January 2008.
Television rights for ten years were sold for $1 billion. The top 75 global players were chosen by the team in an auction that paid them over $45 million. The global cricket salary structure upside turned, with players getting more in six weeks than they could expect for a year or more from their national governing bodies. The league drew from the other passion of India, Bollywood to increase the amusement value of games. The league along with teams faces several challenges, which are discussed in the case. The league's first season was a tremendous success, and captivated much of the remaining part of the cricket world, as well as India. Following its first year, the IPL faced the challenge of preserving its momentum into the future, and building on the success of its inaugural season. Both international and national cricket covering bodies pondered how to adjust to the changes caused by the success of the IPL. Finally, the economic downturn and leading terrorist attacks in India (November 20008) and Pakistan (March 2009) jeopardized the ability of the league to continue with its second season, which was scheduled to begin in mid-April 2009.
PUBLICATION DATE: March 24, 2009 PRODUCT #: SPM38-HCB-ENG
This is just an excerpt. This case is about INNOVATION & ENTREPRENEURSHIP
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