Professional Documents
Culture Documents
Sports
Shaping a Successful
Innings for the
Indian Sports Industry
A Report
kpmg.com/in
Business of Sports
Business of Sports
Acknowledgements
We would like to thank the following for providing their valuable knowledge,
experience and insights on the sports ecosystem of India.
Captain Amitabh, Head - Sports, TATA Steel
Dr. Amirullah Khan, Development Economist
Dr. Bharat Inder Singh, Sports Medicine Specialist and Medical Adviser, CII
Deepak Jolly, VP-Public Affairs and Communications, Coca-Cola India &
SWA
Hemanshu Chaturvedi, Founder and MD, HTC Group of Companies
Kishore Taid, Director & Co-Founder, Bhaichung Bhutia Football Schools
Manisha Malhotra, CEO, Mittal Champions Trust
Mustafa Ghouse, CEO, JSW Sports Pvt. Limited
Priti Srivastava, Vice President, Reliance Industries Limited
Pulak Bagchi, Vice President Legal & Regulatory, STAR India Pvt Ltd
Ravneet Pawha, Country Director- India, Deakin University, Australia
Sukhvinder Singh, MD, Libero Sports
Virendra Kumar Mahendru, GM (Civil) & Head Corporate Sports,
ONGC Ltd
Viren Rasquinha, CEO, Olympic Gold Quest
We are grateful to the CII for their continuous guidance and support:
Rajan Navani, Chairman, CII National Committee on India@75
Deepak Jacob, Co-Chair, SCORECARD 2014, and President & General
Counsel, STAR India Pvt Ltd
Shefali Chaturvedi, Senior Director, Confederation of Indian Industry & CEO
CII Foundation
This report was prepared by KPMG team from India and Europe comprising
Vishal Gada, Alastair Graham, Waman Parkhi, Mrton Kadocsa, Zoltn Buday,
Arpita Gupta, Mohit Mittal, Pratik Soni, Snegdha Gupta, Pritesh Chhajed
and Kanupriya Mundhra, under the leadership of Jaideep Ghosh, Partner,
Management Consulting, KPMG in India, and Andrea Sartori, Partner & Head of
KPMG Sports Advisory in Europe.
Message from the Chairman
Sports has been a force for good ever since humanity existed. It brings people together,
catalyses cultural and societal change, encourages free spirit, instils discipline and
significantly enough, teaches people to win and lose. History corroborates all the
above - Jesse Owens winning those gold medals in the 1936 Summer Olympic games
thereby becoming a symbol of equality, Muhammad Ali winning the world heavyweight
championship in 1964 at the age of 22 thereby redefining tenacity, to Sachin Tendulkar
epitomising the values of an average middle class and many others.
Intrinsically, the importance of sports too has been in promoting an active healthy
Atul Singh lifestyle, creating a culture of sportsmanship and team spirit and helping in the overall
Chairman development of an individual. To a nation, however, promoting sports brings in the
CII National Committee spirit of the game, the national pride, a sense of social inclusiveness and of course
on Sports, and employment opportunities. With increased government spending on local and global
Group President sports events and Indian athletes winning international acclaim, sports seems to be on
Asia, The Coca-Cola
Company a steady footing but there is still lots that needs to be done.
The Confederation of Indian Industry (CII) has a National Sports Committee dedicated to
Sports that is facilitating the creation of a sporting culture in India. Therefore, as part of
CIIs India@75 vision, the Committee has developed a plan to broad-base sports in India,
help in infrastructure development and provide technical support for athletes through
professional coaching and training centres to nurture and groom talented sportspersons.
The National Sports Committee of CII is working towards creating an ecosystem for
Governments and private sector companies to combine efforts, and invest in sports.
Through continued engagement and dialogue with the Government, industry and sports
bodies, CII is enabling an environment that will be focused on promoting a sporting
culture in India and one that will place a special emphasis in recognising sports as an
industry.
One of the many steps that CII took was to partner with KPMG to develop a report on
the Business of Sports. The report explores and assesses the sports ecosystem in India,
identifies the various stakeholders concerned and addresses their specific issues and
challenges. The paper provides recommendations for both the Government and private
stakeholders efforts in enabling sports in India and emphasises the need to collaborate
and synergise efforts, so as to take the Indian sporting industry to the next level.
I would like to take this opportunity to extend my appreciation to the KPMG and CII
teams who worked in developing this document.
I would also like to thank my colleagues at the National Sports Committee, CII, for their
passion and dedication towards building sports in India.
Foreword
The global sports industry is estimated to be worth around USD 600 billion
comprising a range of associated businesses such as sports manufacturing,
retail, tourism, sports medicine, venues & infrastructure, media & hospitality and
merchandising.
This report attempts to highlight the common grounds and creates a roadmap for
Sports to meet Business!
Executive Summary
Source: CII
Sports ecosystem
Identifying key stakeholders and Sports coaches and trainers are Leagues and tournaments: Key
addressing their issues and challenges primarily trained in Government-run stakeholders involved in this segment
is likely to go a long way towards institutes. There are some private are broadcasters, franchises,
strengthening the sports ecosystem universities as well that offer courses National Sports Federations (NSFs),
in India. While the sports ecosystem is in sports, physical education and sponsors and spectators. The role of
largely driven by the Government and other sports-related sciences, albeit broadcasters and league owners in
Government-run bodies currently, the on a limited scale. Private sector designing a spectator-friendly format
role of private sector stakeholders is on a contribution in this segment is also becomes crucial to the commercial
rise and can be crucial to get the desired seen by way of certain academies success of leagues, for instance the
momentum: that provide active consultation to IPL, HIL, etc.
the Government in addressing the
Sports governance: The role of skill gap in sports coaching in India, Performance incentives: Central
private sector in sports governance and through private academies and state Governments provide a
is limited. However, there are and sporting leagues that appoint majority of performance incentives
instances of private sector deals with a foreign coach who in turn shares to sportspersons in the form of
sports federations for overhauling/ expertise with Indian coaches. government and PSU jobs, pension
improving the respective sport. Such funds, educational scholarships and
deals provide the usually cash- Infrastructure: Private sector cash endowments. The role of private
starved National Sports Federations contribution to sports infrastructure players is currently limited, but it is
(NSFs) a financial breather to go is minimal and is limited to PPPs for emerging gradually with the advent
about implementing plans for their sports infrastructure development of non-profit foundations providing
respective sports improvement. and operation. Some non-profit athlete sponsorships, and sports
efforts towards stadia development consulting firms that help athletes
Talent scouting and training have also been witnessed, but they with post-retirement planning.
players and trainers: There is a are limited in number.
reasonable presence of private Though private players are involved
academies being run on a self- Sports equipment industry: Key in various capacities in the sports
sustainable basis by former players stakeholders in this industry are ecosystem, the business of sports in
of various sports. These academies equipment manufacturers, retailers, India continues to be at a nascent stage.
try becoming sustainable by saving consumers, and private sports Investing in leagues has become an
on capital expenditure through levers academies. While India is a major important for-profit mode of entering
such as leasing playgrounds from exporter and manufacturing hub the sports sector. However, profitability
schools and government institutions, of certain sports goods, importing in the league format has also been a
rather than owning space. There is equipment for some non-popular concern especially for non-cricketing
also a significant presence of leading sports significantly increases their sports leagues that elicit little interest
corporate houses through their CSR cost. from broadcasters due to inadequate
initiatives, and non-profit foundations spectator base considering the fact
in the talent scouting and training that media rights is one of the biggest
players segment. sources of league revenue.
The sports sector has long gestation the game into a major source of revenue sportspersons and foreign teams
periods for investments. For instance, generation. The task at hand, therefore, participating in various national and
it took cricket sustained investments a is to examine the inherent challenges in international sporting/entertainment
long time to transform itself from being the sports ecosystem and address them. events in India has been a vexed issue.
a gentlemans game to being a game of The key is to inculcate a culture of sports There are issues on the indirect tax front
the masses. Its current mass popularity that would help improve our players as well such as those relating to levy
attracts huge crowds, numerous performances and generate spectator of import duty on sports equipment.
sponsors and high media rights bids for interest. Addressing such issues is important to
various tournaments. This has helped improve the sports ecosystem of the
the Board of Control for Cricket in India Further, there are issues with respect country.
(BCCI) become a successful and self- to direct and indirect tax that need
sustainable federation and has turned to be addressed. Taxation of artistes,
Some key issues have been identified across various segments of the ecosystem and
a set of recommendations have been suggested to drive their resolution. The following
table highlights these recommendations.
Segment of the
Issue Recommendation
ecosystem
Lack of coordination among the Identifying and promoting collaboration among all concerned
concerned bodies affecting professional stakeholders to encourage more innovative business
uptake of sports collaborations
Lack of coaches and technical know-how Collaboration between SAI and National Sports Federations
on sports in India (NSFs) to train coaches
Allowing access of public infrastructure to private training
Scarcity of playing spaces and high academies in lieu of reasonable fees
Talent scouting and capital expenditure required to establish
training of players private training academies Consideration of alternative modes of financing such as
and trainers revenues from naming rights by private academy owners
Imposition of customs duty on training Relief/exemption from duty for private academies if the
equipment imported by private equipment is imported for academy players who have
academies vs. duty exemption on the consistently performed well at the inter-state or national level
same import by the Government or above
Leagues and Better packaging of events can make the leagues spectator-
Poor monetization of leagues
tournaments friendly
Limited engagement of franchises with Concentrated efforts by franchises to engage with local
local communities community to build fan base and, hence, attract audiences
Lack of policy ensuring financial security Collaboration among NSFs and sports consulting firms to
Performance post-retirement for some players plan players careers post-retirement
incentives for
Provision of industry status to sports
sportspersons Limited career options within the sports
Active collaboration among stakeholders to help strengthen
ecosystem
the commercial aspect of leagues and franchises.
Other Government
agencies/societies such Support from various stakeholders, especially
as NCERT, CBSE and the Government, toward implementing a holistic
National Skill Development education and workforce training policy/plan
Corporation (NSDC)
Lack of sports culture and non- but investment in sports could also lead
recognition of sports as an industry in to high social return on investment (RoI)
India are among the major challenges in terms of brand building by reaching out
for the business of sports in the country, to a significant segment of the population.
which is expected to gain momentum Therefore, the time is ripe to facilitate
by the introduction of more leagues on investment mobility so that corporate
the lines of IPL. The gestation periods houses that are already engaging in
in the sports sector may be long, but it sports can upgrade to for-profit sporting
has high revenue generating potential ventures, while business houses that are
and the Government and private sector not involved in sports so far may consider
should synergize their efforts to establish this sector as an ideal avenue for CSR
a flourishing sports industry in India. This activities.
can not only generate commercial returns
Table of contents
1 Introduction 01
2 Sports ecosystem 13
4 Recommendations 51
Glossary 65
Definitions 68
1. Introduction
Business of Sports 02
Globally, the sports sector is estimated tourism, manufacturing and retail. Indias
to be worth USD 480620 billion1 and Draft National Sports Development Bill,
contributes about 15 per cent to the 2013, recognises 66 kinds of sport. Even
GDPs2 of various countries. In India, if a few of the recognised sports are fully
sport is yet to be recognised as a sector developed and monetised, sport as a
and there is no comprehensive study sector can contribute significantly to the
on the industrys estimated size in the country.
country. Moreover, the definition of
The young burgeoning middle class of
the term sector is ambiguous and
India with their increasing disposable
differs from country to country. West
income offers huge consumption
Virginia University, United States, has
potential for the business of sports. The
defined the sports industry as one that
viewership of sporting events has been
consists of several different segments,
steadily rising in the country and so is
including sports tourism, sporting
general awareness on fitness. This is
goods (manufacturing and retail), sports
good news for the industry, as this would
apparel, amateur and professional sports,
foster the adoption of active lifestyle by
recreational sports, high school and
people through various means, including
college athletics, outdoor sports, sports
playing various sports. However, there is
businesses such as sports marketing
a need to vigorously promote a sporting
firms, the sport sponsorship industry and
culture in the country to encourage the
sport governing bodies.
consumption of community sports. This
The definition highlights the vastness would, in turn, facilitate the creation of an
of the sports sector and association environment that is conducive to sports
with several other industries such as commerce.
education, real estate, infrastructure,
India hosting international events has also Launch of leagues similar to IPL in
increased awareness on sports in the other sports such as hockey, football,
country, and, subsequently, about their badminton and golf by sports
socio-economic impact. The establishing federations in collaboration with
of sporting leagues in India has made private parties
sports more commercial, though
Hosting of global sporting events such
cricket has benefited the most. Some
as the Commonwealth Games (2010),
noteworthy events in recent years are:
Cricket World Cup (2011), Formula
Commercial success of cricket and the 1 Grand Prix (2011 onward) and the
Indian Premier League (IPL) World Chess Championship.
Sports can make significant socio- Case study: socio-economic impact of sports on England5
economic impact on a nation and its
citizens. It plays an important role in Economic impact Participating in sports is believed
ensuring physical fitness and healthy In 2010, sports and sports-related to curb youth crimes and anti-social
lifestyle among the citizens of a country. It activities generated a Gross Value behaviour. It also leads to improved
unites people from diverse backgrounds, Added (GVA) of 20.3 billion, health and education standards.
hence promoting peace and development. contributing to about 1.9 per cent of Sports also impact the environment
With the Government providing Englands total GDP while placing it positively since it encourages more
numerous opportunities to sportspersons, within the top 15 industry sectors in physical activity such as walking and
sports also promotes social inclusiveness. the country. cycling, which reduce emissions and
The sports sector has the potential to The sector is estimated to support congestion.
make significant contribution to the over 400,000 full-time equivalent jobs,
economy. Though there is no study in It encourages volunteering and the
which is about 2.3 per cent of all the estimated economic value of sport-
India that assesses the socio-economic jobs in the country.
impact of the sector, a study undertaken related volunteering in 201011 was
by Sport England in 2013 highlights the Social impact 2.7 billion.
significant contribution that it could make Apart from economic impact, sports Performance in sports is one of the
to a countrys society and economy. also make significant social impact in major drivers of national pride.
the following ways:
The potential of sport in bringing about Case study: Sport the Bridge6
a positive social change is evident from
initiatives such as the FIFA Football Based out of Berne, Switzerland, Sport through sports. Sport the Bridge,
for Hope movement. This is a global the Bridge is an NGO that aims at the Ethiopia, currently supports about 200
movement that seeks to provide personal development of children children and helps them prepare for
visibility and support to various social through sports in the country and across family life through sports such as soccer,
organisations that use football as an the globe. martial arts, athletics, tennis, basketball,
instrument in their social development circus, juggling and dance8. This initiative
Sport the Bridge runs a special program
programs. Sport the Bridge is another was nominated for the Beyond Sport
in Addis Ababa, Ethiopia, that serves
such initiative that lays emphasis on sport Award7 in the category of best project
more than 60,000 street children7. The
pedagogies to promote social inclusion for social inclusion in 2009 and is part of
NGO seeks to help these children re-
among street children in Ethiopia. the FIFA Football for Hope8 movement
integrate into the society and families by
since 2010.
imparting lessons on social behaviour
Indias economic growth potential, thanks correct Body Mass Index levels and about
to a large young population, is of interest 20 per cent demonstrate signs of obesity.
to the entire world. Inculcating a healthy Nearly one in two children covered under
sporting culture among its youth to build the study have poor flexibility levels and
a physically and mentally sound nation is body strength. It has been observed that
integral in ensuring sustainable growth fitness levels drop sharply as children
in the future. As per a survey conducted grow older, highlighting the risk of an unfit
by EduSports in 201112 covering more generation. The survey highlights lack of
5. Economic value of sport in England, Sport England, July 2013 than 49,000 across the country, obesity structured inclusive sports curriculum as
6. Sport the Bridge, http://www.sportthebridge.ch/english/, accessed 15
January 2014
is increasing among schoolchildren in the primary reason for alarming obesity
7. Ethiopia-Sports builds bridges,http://www.beyondsportworld.org/ urban India with one in four in the metros and poor health levels apart from lack of
member/view/59/Ethiopia%20-%20Sport%20builds%20bridges,
accessed 15 January 2014
and one in six in non-metros being proper sports infrastructure and urban
8. Sport the Bridge Ethiopia, http://www.sportthebridge.ch/english/ overweight9. According to the survey, lifestyle.
ethiopia/, accessed 15 January 2014
9. 3rd Edition of the EduSports School Health and Fitness Survey, about 39 per cent children do not have
EduSports, 2012
Business of Sports 04
The countrys performance has not which have traditionally performed better
been up to the mark at various Olympic due to their core competence in some
Games. Indias medal tally has witnessed individual sports like athletics and boxing,
marginal improvement in the past few respectively. Indias Olympic Games
Olympics Games, with the 2012 games 2012 performance can be judged on the
being the best so far for the country. following parameters, where the country
Indias Olympic medal tally has increased won only:
from zero in 1988 and 1992 to one each
3.3 medals per USD 1 trillion of GDP
in the 1996, 2000 and 2004 Olympics.
versus 10.5 of China, 40.2 of Russia,
This was followed by three medals in
162.3 of Ethiopia, 217.4 of Cuba and
2008 (including the first Olympic gold
808.5 of Jamaica
medal for India) and six medals at the
London Olympics 201211. However, 0.005 medals per 1 million people
India lags far behind countries such as (population) versus 0.331 of China,
Australia, China, Japan, South Korea, 0.564 of Russia, 0.076 of Ethiopia,
Russia, the U.S. and some smaller 1.331 of Cuba and 4.425 of Jamaica
11. www.olympics.org,accessed 15 January 2014
countries such as Ethiopia and Cuba,
05 Business of Sports
Figure 1.1 : Comparison of performance of nations in terms of medals, medals to GDP and medals to population at the
Olympics
Source: www.olympics.org accessed 15 January 2014, data.worldbank.org accessed 15 January 2014, KPMG Analysis
India has traditionally performed better in the Asian Games), Russia, Germany
in the Commonwealth Games and Asian and France, do not participate in these
Games than the Olympics and it has games.
managed to rank among the top nations.
Nonetheless, as shown in Figure 1.4 and
This may be attributed to the fact that
Figure 1.5, Indias performance at the
less countries participate in these games
Commonwealth and Asian Games has
than the Olympics and some of the top
improved considerably over the years
Olympic nations, such as the United
States, Peoples Republic of China (not
part of the Commonwealth but takes part
Figure 1.2: India medal tally and rank in Commonwealth Games since 1990
Figure 1.3:India medal tally and rank in the Asian Games since 1990
India has performed well in certain non-Olympic sports as well, such as cricket, chess,
snooker and billiards.
Sport Achievements
In the last 20 years, India has won the World Championship five
times
Pankaj Advani has eight world titles under his belt. He also won
the gold medal for the English Billiards Singles event at the
Asian Games. He won the World Billiards Championship in 2009
Snooker and and 2012
billiards
Anuja Thakur won the WLBSA ladies world billiards
championship in 2005 and Chitra Magimairaj won the Australian
Open Women in 2008
India has performed well at the Asian Games since 1982,
winning a gold medal in each of the games.
07 Business of Sports
India has won nine medals in total in (Vijender Singh and Yogeshwar Dutt),
the last two summer Olympics. If we two to Andhra Pradesh (Saina Nehwal
categorise athletes on the basis of and Gagan Narang), two to Delhi
states where they received a majority (Sushil Kumar) and one medal each
of their training or spent a substantial to Punjab (Abhinav Bindra), Himachal
portion of their youth, then two Pradesh (Vijay Kumar) and Manipur
medals can be attributed to Haryana (Mary Kom).
Out of the total 65 medals won by This holds true for domestic games as
India at the Asian Games 2010, 20 well, with a few states accounting for a
were won by sportspersons from significant share of the total medals.
Haryana. Sportspersons from Manipur,
Kerala, Karnataka, Andhra Pradesh and
Maharashtra also performed well.
Business of Sports 08
The National Games 2011 were held in Jharkhand. Figure 1.5 demonstrates that
Manipur and Haryana were the best performing states on the basis of the number of
gold medal wins.
Figure 1.5: Number of gold, silver and bronze medals won by top 15 states
respectively at the National Games 2011
The absence of large states like Uttar Pradesh, West Bengal, Gujarat and Rajasthan from
the top 15 states could mean that these states are not doing enough to cultivate their
sporting talent.
Figure 1.6: Number of medals won at the National Games per 1 million population
of state
Figure 1.6 establishes that states such Rajasthan, West Bengal and Uttar
as Haryana, Jharkhand, Kerala, Manipur, Pradesh lag behind. These states should
Mizoram and Punjab fare well on the work toward instilling a sporting culture
medals-to-population ratio. But populous and producing successful sportspersons.
states such as Bihar, Gujarat, Orissa,
09 Business of Sports
Athletes from Haryana and Manipur have few editions of the National Games of
been making significant contribution India. Their success can be attributed
to Indias performance at recent to the policies of their respective state
global events such as the Olympics, Governments and to the presence of a
Commonwealth Games and Asian healthy sporting culture. These states can
Games. The two states are also among be the role models for other states, and
the top performing states in the last the country as a whole.
Even though the state has less than 2 These students are then supported winners and other stakeholders in
per cent of Indias land and population, financially and provided with training, sports:
its contribution to national sports has proper diet and health checkups.
Winners and participants of
been higher than other states. The credit A yearly appraisal assesses the
various sporting events: Financial
for Haryanas success can largely be progress and further assistance is
incentives, government jobs
attributed to Government policies in the provided based on this assessment.
and reservation in admission
past few decades. Sporting events are held from block
to professional institutions
level to the state level throughout
The Haryana Government has adopted are awarded to the winners in
the year for students to compete and
a focussed approach to develop sports. various international events. For
hone their skills.
The states sports policy was launched example, gold medal winner in the
in 2006 and has been regularly revisited 2. Infrastructure: To support Olympics/Paralympic Games 2016
and updated there has been an development of sports, the state has would be awarded INR 5 crore.
increase in the incentives for sportsmen built the following infrastructure such This initiative is essential since it
and several initiatives have been as: incentivises athletes to perform
launched. Three important aspects of 46 schools to train athletes, well in various international
the state Governments policy are: including provision of free hostel, events, encourages parents to
games kit and food allow their children to pursue sport
1. Talent spotting and grooming: The
71 stadiums at block level with full- professionally and secures the
Government has launched the Play 4
time coaches, managed by district future of winners while allowing
India initiative with an aim to enable
authorities, school management them to focus on their respective
young boys and girls to realise their
and parents games.
athletic potential and subsequently
hone their skills by providing support. Sports complex in every district Coaches and their places of origin:
Under this initiative, a Sports and The State Government rewards
A sports library and a centre for
Physical Aptitude Test (SPAT) is the villages of medal-winning
conducting research in sports
conducted in all schools across sportspersons. For example, the
medicine
the state to identify high potential panchayat of a village of a gold
Centres of Excellence for individual medal winner, in an international
athletes in the 814 age group. About sports such as academies for
5,000 children with boys and girls event, gets INR 2 lakh for the
boxing in Bhiwani and wrestling in overall development of the village.
in equal numbers are identified, Rohtak and Sonepat
and a sport ia allocated to them This encourages villagers to
based on seven physical parameters promote a healthy sporting culture
3. Incentives: The Government in their respective villages.
such as strength, flexibility and the
provides several incentives to
reaction time of various body parts.
The Manipur Governments policy of cent of the total budget) as compared in turn, became a driving force for
2004 recommends sport and recreation to prominent sporting states such as the development of many indigenous
to be made a mass movement by Haryana (~0.27 per cent of the total sports. Some of them include Thang Ta
making it a way of life. It states that budget) and Punjab (~ 0.36 per cent of and Sarit Sarak (Manipuri martial arts),
sport and physical education be the total budget)13. Khong Kangjei (Manipuri hockey), Yubi
made compulsory in all educational Lakpi (Manipuri rugby), Hiyang Tanaba
Manipur also has the highest number
institutions. Moreover, the policy states (boat race), Mukna (Manipuri wrestling),
of national games medals in 2011 per
that adequate sports facilities should Sagol Kangjei (polo) and Kang.14
capita and this could be attributed to
be made available at every educational
the presence of a sporting culture SAI established its North-eastern
institution and the master plans of all
in the state. Historically, Manipur centre at Imphal in Manipur in 1986.
civic and municipal areas should make
consisted of small kingdoms in The presence of this facility may have
a provision for common playgrounds.
constant competition with each other also contributed to the states sporting
Moreover, the Manipur Government and every Manipuri was a warrior who success.
allocates high per centage of its budget had to serve his kingdom. This gave
toward sports and games (~1.03 per rise to a strong martial tradition, which,
While the Sports Development Bill of resources and only a few champions few sports in which it has succeeded in
2013 recognises 66 sports - and many cannot afford to focus on all sports. the past and use its resources on these
more sports are played across India - a Therefore, to achieve its targets, it is sports in the medium term.
developing nation with limited number imperative for the country to identify a
Figure 1.7: Cumulative medal tally of India in Olympics 2012, CWG 2010 and Asian
Games 2010
Figure 1.7 represents Indias achievement 2008 and 2012, may be attributed to
in the past few major international the contribution of athletics events at
sporting events. As it is evident, the the Commonwealth Games and Asian
country has won the maximum number Games. India usually performs well in
of medals in shooting, followed by athletics at these events due to the non-
athletics, wrestling, boxing, archery participation of some of the top sporting
13. http://manipur.gov.in/?cat=11 accessed 15 January 2014, KPMG
Analysis
and tennis. The high tally in athletics, nations such as the US, France, Germany,
14. http://manipur.nic.in/indgames.htm, accessed 15 January 2014 despite Indias dismal performance in Peoples Republic of China and Ethiopia.
these sports at the Olympic Games of
11 Business of Sports
Indias last two Olympic performances While India has proved itself in shooting,
and Figure 1.7 demonstrate that the wrestling and boxing, it is important to
countrys strength areas primarily reflect upon the medal-winning potential
include shooting, wrestling and boxing. of these sports at the Olympic Games.
This is followed by archery and tennis. Assuming that an event can generate one
Considering the recent performance of medal per country, it is estimated that
the countrys shuttlers at international shooting, wrestling and boxing together
tournaments, badminton appears to be a account for 46 medals (Refer Figure1.8).
promising sport for India as well. Adding sports like weightlifting, archery,
badminton and tennis, Indias total
medal-winning potential translates into
77 medals.
Figure 1.8: Total events at the Olympic Games for select sports
Some of the leading sporting nations (refer Figure 1.9). Similarly, Britain won a
of the world also won a significant majority of its medals in cycling, rowing
number of medals in just a few sports - and athletics (refer Figure 1.9). Though
as indicated by an analysis of their China seems to perform well in almost
performance at Olympics 2012. More every sport, it wins most of its medals
than half of U.S.s 104 medals were won in aquatics, badminton, gymnastics,
in aquatics and athletics, which have shooting and weightlifting.
the highest medal-winning potential
Business of Sports 12
Figure 1.9: Performance of the U.S., China and Great Britain at the London
Olympics 2012
For India to achieve its sports objectives, Figure 1.10: Focus areas for Olympics
and to be considered one of the leading
sporting nations, it needs to build
further upon its strength areas as well
as work towards creating a talent pool in
medal-intensive sports such as aquatics,
athletics, cycling, gymnastics and
weightlifting.
2. Sports ecosystem
Business of Sports 14
The following sections provide an overview of certain important segments of the sports
ecosystem, public and private initiatives and major challenges that hinder the growth of
sports in India.
15 Business of Sports
The sports governance structure in India of Sports Patiala and the Laxmibai and providing Indian sportspersons with
is well-defined. Broadly, it comprises of National Institute of Physical Education, an adequate platform to showcase their
the Government and autonomous bodies Thiruvananthapuram.1 talents.
established in compliance with the
Government bodies under MYAS are IOA is the apex sports governing body
Olympic charter.
responsible for providing financial in India for Olympics sports and the
The Ministry of Youth Affairs and Sports assistance, training and infrastructure NSFs and SOAs report to it. It acts as
(MYAS), under the Government of support to autonomous bodies such as a link between the Government, NSFs
India, is responsible for administering the Indian Olympic Association (IOA), and SOAs for various sports, and is also
the Department of Sports. The Sports various national sports federations (NSF) responsible for the promotion of the
Authority of India (SAI) is the field arm (recognised by IOA and their respective Olympic spirit for various sports2. Various
of MYAS in the promotion of sports in International Federations as per the sports associations at the state level are
India through the implementation of Olympic charter), sports federations that in turn affiliated to their respective SOAs
various schemes such as the National operate under the aegis of recognised and NSFs. A similar structure is in place
Sports Talent Contest Scheme (NSTC), NSFs and various State Olympic for non-Olympic sports as well, except for
SAI Training Centres Scheme (STC) and Associations (SOA). In return of the the fact that respective NSFs are not part
Centres of Excellence (COX) scheme. investment made by Government bodies, of IOA. A broad governance structure is
SAI also operates several regional NSFs, SOAs and IOA are responsible depicted in Figure 2.2.
centres and sports institutes such as for organising sports competitions,
the Netaji Subhash National Institute holding international sporting events
Source: Comprehensive Sports Policy 2007, Ministry of Youth Affairs and Sports, 2007; KPMG Analysis
Key issues
Figure 2.3: Salient features of the Draft Sports Development Bill 2013
Australia is one of the leading Case study: Sports governance structure in Australia
sporting nations, as it is evident
The Australian Sports Commission participate and excel in sports. Its
from its performance at international
(ASC) is a statutory authority within corporate structure was reorganised
sporting events. Part of its success
the Australian Governments Regional in 2011 to fulfil duties required of it by
can be attributed to the countrys
Australia, Local Government, Art the Australian Government and the
professional sports governance set up
and Sport portfolio6. ASCs mission Australian Sports Sector.
that emphasises on separate teams
is to encourage more Australians to
to maintain corporate relations and to
encourage community-level engagement
in sports. This supports the overall Figure 2.4 Australian Sports Commission Corporate Structure
functioning of various sports federations
and associations.
The U.K. sports governance also lays Case study: Sports governance in the United Kingdom
special emphasis on community sports
In the U.K., the Department for Culture, bids to host major sports events (Gold
development. This is overseen by the
Media and Sports (DCMS) is the apex Event Series programme).
U.K. Sports Councils four national
sporting body in the U.K. and it is
organisations, which also showcases Community sports are managed
headed by the minister for sport and
an innovative way of funding sports through UKSs four national
tourism. The U.K. Sports Council (UKS),
development at the grassroot level organisations: these are Sport
which falls under DCMS, is responsible
through sports federations. England, Sport Scotland, Sport Wales
for investing public funds in Olympic
and Sport Northern Ireland. Apart
and Paralympic sports, as well as in
from UKS, they are also connected
community sports through its affiliates.
to their respective home country
Majority of funds distributed by the Governments (Scotland, Wales and
UKS come from the National Lottery Northern Ireland). These bodies are
and the Exchequer (the Ministry of responsible for promoting community
Finance in the U.K.). UKS primarily sport and talent development. Their
concentrates on high level performance main task is to encourage overall
sports. It assesses the chances of participation in sport, but they are also
winning medals in each Olympic sport responsible for increasing the quantity
and distributes funds accordingly. This and improving the quality of community
no compromise policy aims to utilise sports facilities. A fundamental aspect
public money only on those sports in of the work carried out by them is
which the chances of winning medals the investment of National Lottery
are high (i.e. the so-called World Class funds into sport federations; through
Performance Programme). It should also this channel they support elite and
be noted that football, tennis and horse grassroots sports alike. However,
racing do not receive any public funding. Olympics-related elite sports funding
UKS also manages and finances British remains the sole responsibility of the
UKS.
19 Business of Sports
While the central and state Governments the micro level. It has instituted several
organise competitions at different levels schemes for sports promotion and
where talent scouts from respective building the next generation of achievers
organisations search for sporting talent, (refer Table 4: Features of SAI schemes).
SAI is responsible for talent spotting at
Source: Annual Report 2012-13, Ministry of Youth Affairs and Sports-Government of India, 2013
Business of Sports 20
Key issues
Limited reach of talent scout efforts: Challenges faced by private players compounded by a requirement for
Despite the Governments efforts in while establishing academies varies high capital expenditure
scouting for talent at the grassroot with the sport. However, some issues CSR initiatives in India have largely
level, there were only 14,90014 SAI common to all sports include: been restricted to supporting
trainees in 2012. It is estimated established athletes, resulting in a
Lack of sporting culture and
that Indias population in the 825 smaller talent pool.
awareness on its importance
year group (the age group that SAI
schemes cover) is ~43 crore, which Difficulty in sourcing funds since
indicates that only ~ 0.0035 per cent sport has not yet been awarded an
of Indias youth in this age group is industry status and is considered a
being trained under these schemes15. risky business
This per centage appears low in Lack of coaches and technical
comparison to that of countries such know-how of sports in India
as Cuba (17 per cent)16. Therefore, Scarcity of adequate spaces for
there is a need for more initiatives providing training in sports such as
and increased involvement of players football, athletics and tennis
to develop a system that casts a The problem of inaccessibility for
wider net of talent identification and private players to public stadia
grooming. and training infrastructure gets
SAIs National Coaching Scheme: is to build two lakh community NS Southern Centre Bangalore and
This scheme deploys coaches for coaches and 600 state officials as NS Eastern Centre Kolkata. LNUPE,
various operational schemes of the master trainers, in 10 years, across Gwalior, is another major government
SAI to state Governments/UTs, for the country. Until now, 2,126 officials institute that offers sports courses.
conducting bachelors/masters degree have been trained to become master These institutes offer diplomas, M.Sc.
diploma courses in various sports trainers under this scheme, and these degree and certificate courses in
disciplines and for coaching/training master trainers are expected to train sports coaching, refresher courses in
at the Navodayas, Kendriya Vidyalayas 20,000 Kridashrees a year in states/ coaching and bachelors, masters and
and various other universities. The UTs. PhD degrees in physical education.
total sanctioned strength under this
Government sports institutes: Total A dearth of educational courses in
scheme is about 1,524 coaches19.
students enrolled in sports courses sports sciences has made MYAS
PYKKA scheme by the MYAS for at various government institutes for establish the National Institute of
building capability of Kridashrees 2012 is 2,106 students. The institutes Sports Science and Medicine (NISSM)
and Master Trainers19: A Kridashree is managed by SAI include the Netaji on priority in the Twelfth Five-Year
a community coach who serves as a Subhash National Institute of Sports, Plan, in line with similar facilities in
sports trainer for the rural community Patiala, and the Lakshmibai National advanced countries to support the
and a master trainer imparts coaching College of Physical Education (LNCPE) development of high performance
skills. The aim of the PYKKA scheme Thiruvananthapuram, along with sports.
The Amity School for Physical coaching scheme by SAI. There are
Education and Sports and the Bharati only 1,109 coaches out of the total
Vidyapeeth University offer courses sanctioned strength of 1,524
in sports management, physical resulting in 415 vacancies across
education, nutrition, sports science 19 sports disciplines. Women
and coaching. coaches constitute less than 16
per cent of the total strength of
Key issues
coaches19.
Some issues identified in the
Although, the PYKKA scheme
ecosystem for training the trainers
by MYAS for building capability
include:
of Kridashrees and Master
Lack of awareness on Trainers aims to produce 20,000
opportunities regarding sports Kridashrees every year. However,
coaching courses. When the scheme has been able to
estimating the strength of produce only about 28,500
students enrolled for sports Kridashrees since its inception in
courses in public and private 2008 20.
universities, India gets about 5,000
Moreover, SAI organised a
coaches annually from accredited
refresher course in 2012 and
institutions this falls short of the
received only 92 applicants. Out
annual demand of approximately
of the 48 selected, only 36 from
37,000 coaches18. Despite efforts
just five Indian states attended the
by the Government, the uptake of
course19.
sports courses appears low. This
may be due to lack of awareness There ia dearth of specialised courses
on various schemes, courses and in sports physiotherapy, nutrition and
demand for sports coaching. psychology. Though they play a critical
role in facilitating holistic training
The point above is further
and development of athletes, sports
highlighted by the fact that MYAS
medicine and sports sciences are not
reported shortage in the number
evolved enough in India.
of coaches under the national
In the context of this report, sports infrastructure includes sports stadia and fields.
It is important to assess the role of various stakeholders in providing the requisite
infrastructure for the development of sports in India.
Besides building training centres and a young population to pursue sports It is important that legacy planning
academies, the Central Government and professionally would be the lasting legacy is done in advance while hosting
SAI also builds and maintains stadia and of hosting the CWG 201022. Some of the international games, to monetise assets
fields. As part of the Asian Games 1982 key benefits of building such assets are: for the following reasons:
and the CWG 2010, India constructed
Upgraded facilities can be used by The large investment in infrastructure/
several stadia, facilities or infrastructure
national sports organisations for high- stadia development and renovation
developed for hosting international
performance training. is difficult to recover during the short
games that would not only serve as a
period of the games
legacy for the host countrys citizens Assets built in universities can be
but would also provide opportunities for used after the events by students To generate revenue after the sporting
urban development21. and local community members, events for positive economic impact,
thereby enhancing community sports as part of building a legacy of hosting
The creation of legacy assets is usually
participation. It generates demand for games and to develop sports and
in line with the long-term sports and
an employee base trained in technical, surrounding communities.
development strategy of the host nation/
managerial and other games-related
city. The Indian Government believed that Indias legacy planning for CWG 2010
aspects.
building quality athletics infrastructure, assets was limited and, therefore, it
showcasing Indias excellence in It facilitates restoration of surrounding has not been able to generate sufficient
international-level non-cricketing lands and promotes green urban income so far. (Refer Table 5)
competitions and motivating development.
Cost of
establishment/up-
Stadium name Means of revenue generation
grading during CWG
2010
Indira Gandhi
INR240 crore24 Come and Play Scheme
Stadium
The City of Manchester Stadium can The rent paid to the council comes from
provide valuable insights into profitable match day revenue, especially ticket
monetisation models for private sales. However, no amount was due
companies. if the attendance did not exceed the
32,000 capacity of the Citys previous
It was built to serve as the main
stadium (Maine Road), while half of the
athletics stadium for the 2002
ticket revenues above that level was
Commonwealth Games, hosted by
paid to the owner. This resulted in an
Manchester. The development cost of
annual average rental fee of 2 million
the stadium was 110 million, which
between 2003 and 2011.
was financed by public funds: 77
million was covered by lottery grants In 2011, Manchester City FC agreed to
while 33 million was paid by the sell the naming rights of the stadium to
Council of Manchester. Etihad for 350 million to be paid in 10
years. At the same time, the rent paid
After the event to avoid the stadium
to the council was raised by 2 million
from becoming a white elephant the
and, therefore, since 2011 the club pays
municipality reached an agreement
an annual average rent of 4 million for
with Manchester City FC to convert
using the Etihad Stadium. As a result,
the venue into a football stadium
the club earns a net fee of 33 million
(the agreement included leasing
from the naming rights deal, though it
the stadium to the football club at
does not own the stadium.
favourable rates). The football club paid
the redevelopment cost of 20 million
and the stadium reopened as a football
stadium in August 2003.
Following are some schemes instituted to play sports by building more playing
by the Government for infrastructure fields and spaces in the country. MYAS
development: has instructed state Governments to
establish playing fields associations
Scheme of assistance to Urban
at the state level as well, so that it can
Sports Infrastructure Development:
sanction funds to these states for the
To improve the entire sports
development of playing grounds and
ecosystem, the scheme of assistance
parks.
to Urban Sports Infrastructure
Development was introduced in PYKKA scheme: Established in
201011 to develop infrastructure 200809, the scheme aims to develop
such as synthetic playing surfaces sports infrastructure at the grass root
and to address other important issues level throughout India by providing
such as player and coach training and assistance to its network of village
development. The scheme provides panchayats and blocks panchayats
financial assistance to schools/ in 10 years. It is estimated that the
colleges/universities/academies scheme has covered only 22 per cent
for developing sports infrastructure, of village panchayats in India in five
which can potentially operate as years since its inception.
SAIs extension centres. The National
The PYKKA scheme, instituted by the
Playing Fields Association of India
MYAS, requires state Governments
and the state-level playing fields
to establish a PYKKA cell under their
association get assistance under this
respective Governments Department
scheme.
of Sports to receive requisite financial
National Playing Fields Association assistance from the Central Government.
of India (NPFAI)27 : Through this Approximately 66 per cent of the
scheme established in February 2009, panchayats approved under the PYKKA
27. Annual Report 2012-13, Ministry of Youth Affairs and Sports- MYAS aims to spread awareness on scheme have developed playfields in their
Government of India, 2013 fitness and encourage Indian children respective areas.
2014 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.
Business of Sports 28
The U.S. is certainly one of the countries New York, which is quoted as being
that provide a wide range of tools for funded from private sources). On an
public contribution. Out of the 20 stadia average, 56 per cent of the overall
of National Football League (NFL) teams development cost of these stadia has
launched in the last 15 years, 19 have been derived from public sources (refer
received public support (with the only to the table below).
exception of the MetLife Stadium in
2014 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.
29 Business of Sports
Private Public
Stadium Year opened
funding (%) funding (%)
LP Field 1999 29 71
Average 44 56
Source: CSL
Public funding for the developments revenues from public property sale,
of these stadia involved a wide range direct grants, land contribution, tax
of public contribution tools: different rebates, operating subsidies, interest-
types of taxes (among others, city free loans, capital fund allocation,
sales and county sales taxes, lodging infrastructure development and utility/
tax, excise tax, car rental tax, F&B tax, transit allocation.
property tax, income tax, utility tax
India can also explore similar methods
and parking tax), lottery funds/gaming
for financing sports infrastructure.
tax revenues, public parking revenues,
The involvement of companies in sports build the facility and hand it to the
infrastructure development in the country authority. Some amount of this land is
is mainly in the form of public-private earmarked for a residential complex,
partnerships (PPP). Some examples which could cross-subsidise the sports
of PPP for infrastructure development facilities.
include:
Jindal Steel Works(JSW) has
The Naya Raipur Development collaborated with SAI as part of its
Authority is building a sports city CSR initiative to oversee the upgrading
in Naya Raipur, which would have and maintenance of infrastructure at
facilities like tennis, aquatic and an SAIs regional training centre in Hisar.
indoor stadium along the PPP model28. The latter is expected to monitor the
The private player is expected to training and selection of players.
Government subsidy 4%
Pure private initiatives in sports the primary source of ROI for stadium
infrastructure development are less development, As further analysed in
common globally. One such example section 2.6, thismay not be a feasible
is that of Juventus, where substantial alternative in the current Indian scenario.
ticketing revenue potential became
28. Anuja Jaiswal, TNN, Rs 1,000cr townships to come up in Naya Raipur,
Times of India, 30 March 2013
31 Business of Sports
Some key issues identified in sports Some states do not yet have
infrastructure development in the country PYKKA cells at state, district and
include: block levels.
The sports equipment market broadly The sports equipment market in India for
includes equipment for ball sports, the financial year 2013 is~INR 40 Billion29
adventure sports fitness equipment, golf with cricket equipment holding the
equipment, racket sports, winter sports highest market share.
and other sports like archery, billiards, etc.
Source: India Sports Equipment Industry Outlook to FY2018, Ken Market Research, May 2013
Figure 2.5 highlights that the share of The Foreign Trade Policy (20092014) ii. Increased recognition of India as a
popular sports like tennis, golf, boxing, has also qualified the sports goods base of high quality sports goods
shooting, etc. in equipment market sector as the priority sector for market manufacturing and as a significant
is low. Ideally, popularity of any sport development assistance and market market for sports goods. This is
should result in higher consumption in access initiative. Further, benefits important for recognition of Indian
the equipment market, which highlights under the Market Linked Focus brands by federations so that
that the equipment of these sports may Product scheme and Export Promotion approved playing equipment is readily
be expensive for Indian consumers. Capital Goods Scheme are also available in India and need not be
Difficulty in accessing expensive available for sports goods under the sourced from abroad.
equipment of these sports may be Foreign Trade Policy.
Sports retail in India is growing
resulting in low participation.
Many state Governments also rapidly with ~60% of the production30
Though India is one of the leading sports encourage sports manufacturing. consumed by the domestic market
equipment exporters in Asia, it is limited For example, the Uttar Pradesh itself. This can further provide impetus
to certain sports only. Inflatable balls and Government allotted land for sports to manufacturing of sports goods in
cricket bats are the top export items. The goods manufacturing in Meerut. India. Retailing would go a long way in
Government has taken some initiatives promoting technological advancement
India has the advantage of low cost
to boost manufacturing of sports goods / and increased product awareness
skilled manpower for producing quality
equipment in India such as: among both Indian manufacturers and
products attracting foreign sports
consumers which could in turn lead to
The Government of India allows equipment manufacturers. to source
diversification in products demanded for,
100% FDI in the sports manufacturing products from India with many Indian
and manufactured indigenously.
sector in an effort to make India a hub companies operating as contract
for manufacturing of sports goods, manufacturers for multiple brands. This
since it is a labour-intensive industry has further led to:
generating potential for employment.
i. Technological advancement of Indian 29. India Sports Equipment Industry Outlook to FY2018, Ken Market
The Government has created SEZs to manufacturers due to knowledge Research, May 2013
30. Sports Retailing in India: Opportunities, Constraints and Way Forward,
help manufacturers benefit from tax transfer from foreign retailers INDIAN COUNCIL FOR RESEARCH ON INTERNATIONAL ECONOMIC
incentives on export incomes. RELATIONS, June 2010
33 Business of Sports
Key issues
Some of the key issues in the context of cent. However, specified sport goods
this report are highlighted below. imported are exempted31 from duty if
imported by the specified Government
Lack of equipment manufacture
agencies for national/international
for some sports: In India, equipment
games and by eminent sportspersons
produced for the domestic market is
for training purposes with certificate
predominantly for cricket, badminton,
from the appropriate authority. Private
hockey, etc. On the other hand,
academies are not exempt from
equipment for shooting and archery is
import duties. Such inconsistent duty
scarcely available in India. Moreover,
structure is perhaps discouraging
it is required that equipment used
private players from formulating
for national level and international
training programs for sports such
level games has to be from brands
as archery and shooting which
that are recognised by international
suffer from a dearth of equipment
federations. Accessibility to
manufactured in India.
inexpensive equipment is important
for enhancing sports participation Restrictive policy on FDI in India:
and ensuring quality training in line Most international sports retailers
with requirements laid down by are multi-brand retailers. Though FDI
international federation. For example, is not an entry ban due to presence
in case of hockey, internationally light- of multiple other routes, restrictive A golf driver of a
weight composite hockey sticks have policies, such as the above, make India particular make is priced
replaced wooden sticks. However, rank quite low in terms of per centage
lagging behind China in technology,
India does not have equivalent
of international retailers. FDI in multi-
brand retailing could help both the ~37%-90%
competence and China produces sports retail and manufacturing sector higher in India than in the
lighter more durable composite (which could benefit from increased
hockey sticks. In fact, a significant sourcing) to grow in India.
United States.
portion of fitness equipment is
Lack of a unified representation for
mostly sourced from China. Sourcing
sports equipment industry: Sports
increases the cost of the equipment.
goods exports and sports apparel
Difference in the import duty on exports are promoted by separate
Government-sourced and privately- councils under the aegis of separate
sourced training equipment: The ministries which is unique to India;
duty charged on the import of goods as in most other countries sports
such as sports footwear is ~ 28.85 exports are monitored by the same
per cent (generic rate) while the duty organization/association. This often
charged on the import of sport goods prevents holistic development of the
and equipment such as golf clubs sports products sector. 31. http://www.cbec.gov.in/customs/cs-act/notifications/notfns-before2k/
and archery equipment is 21.47 per cs146-94.htm, accessed 15 January 2014
Business of Sports 34
Globally, the leagues system has served US alone is home to some of the biggest
as an important way for companies leagues in the world such as the National
to enter the sports sector. A sports Football League (NFL), Major League
league creates several opportunities Basketball (MLB), National Basketball
for private companies in domains such Association (NBA) and National Hockey
as league management, franchisee, League (NHL), setting an example for
broadcasting, advertising, infrastructure, ways of monetizing sports.
player management, licensing and
merchandising.
Indias most successful league in terms presence to places outside of its country
of viewership and revenues has been of origin. IPL has become a highly
the Indian Premier League (IPL), which profitable property for BCCI and it has
is based on the English Premier League also been able to maintain high TV ratings
(EPL) format. The league was launched (TVR) since its inception (refer Figure 2.7).
in 2008 by the BCCI with eight city
Figure 2.7: IPL profitability (INR crore) and TV ratings
franchisees. Though it is still small in
comparison to some of the biggest
leagues of the world (refer Figure 2.6),
it has been able to achieve success in a
short span of time, which other mature
leagues could not manage to do. The
evolution of IPL as a brand is an example
of successful product innovation, which
effectively combined entertainment and
sports. The Twenty20 (T20) format of
IPL has made the sport more popular
and convenient to watch for cricket
enthusiasts. Moreover, IPL has not only
brought male audiences to prime time TV
viewership, but has also attracted female
audiences and children. It has managed
Source: Gaurav Laghate, IPLs TV ratings on sticky wicket but advertisers unfased, Business Standard, 18 May
to attract a majority of the top players
2013
in the sport and has also extended its
35 Business of Sports
For any league, media rights, sponsorships and revenue from franchises constitute
major sources of revenue (refer Figure 2.8).
Figure 2.8: Major sources of revenues for a league
Revenue from
Media Rights Sponsorships
franchisees
Title sponsors
TV broadcasting rights
Franchisee fees
Ground sponsors
Theatrical rights
Internet rights
Official drinks sponsors
Share of local
Marketing support Blimp sponsorship revenues
For IPL, the biggest source of revenue is media rights. In 2009, BCCI struck a nine-year-
long broadcast deal for INR 8,200 crore32.
32. IPL signs 9-year broadcast deal with Sony for Rs. 8,200 cr,The
Economic Times, 15 March 2009
IPLs success has inspired the creation yet to achieve the scale and profitability of
of national and state level leagues in IPL, which is highlighted by the fact that
other sports such as hockey, football, despite being older than IPL, the I-league
golf, badminton, American football and has struggled to find sponsors and
volleyball. However, these leagues are broadcasters since its inception33.
Indian Indian
World Series Hockey India Golf Premier
Name Premier I-League Badminton
Hockey League League
League League
No. of
8 8 5 7 14 6
franchisees
Max. 27
players, Min.
16, Max. 9 4 (1 Max. 11 and
Allowed to
foreign players 25 registered international, 1 min. 10 players
24 players (10 register 4
Team in squad and players out of Indian, 1 from including a
foreign &14 foreign players
composition max. 4 in which 18 can Asian tour and junior player
Indian) but can field a
playing eleven, play 1 from golf tour and four
maximum of 3
min. 14 Indian of India foreign players
players in each
squad
No. of
6 1 2 1 7 1
seasons
No. of
75 59 34 - 182 16
matches
Time period Apr. to May Jan. to Feb. Dec. to Jan. Feb. Oct. to May Aug.
Total prize
USD 4.2 mn USD 1.3 mn USD 0.75 mn USD 0.35 mn USD 0.11 mn USD 0.9 mn
money
The commercial viability of any league Governance framework: It has been Performance of national team or
in India is governed by certain critical witnessed that leagues that with players at the international level
success factors, such as: support from the approved federation increases interest in the game and,
Players: Involvement of the top have been able to sustain. ICL failed consequently, the league.
players of the world creates interest due to lack of support from the BCCI, League timing: The tournament
among viewers and improves the and WSH is facing similar troubles due should be held at a time when:
quality of the game. IPL and IBL are to the non-recognition of the founding
federation as the official national No international tournament is
some successful examples. On the being organised simultaneously
other hand, I-League is struggling to sports federation of hockey.
that can divert a significant section
attract top players, resulting in poor Stadium infrastructure: Quality of of the viewers
viewership. stadium infrastructure contributes
to the viewing experience, which Maximum players are available
Marketing: An effective marketing
campaign is another critical factor in increases the level of interest in The weather is suitable for holding
increasing a leagues popularity. Again, sports. This, in turn, leads to an matches.
involvement of various celebrities increase in the value of media rights. The length of games and timing of
as brand ambassadors or owners Fan base: An effective strategy to matches are also some other important
in IPL contributed to increased increase a franchise fan base is the factors, as gathered from the IPL
viewer interest in the league. In engagement of respective franchisees experience.
fact, the collaboration of the Indian with the local community. This helps
entertainment industry and cricket has generate greater TV viewership,
aided in making the IPL a commercial increases attendance in matches and
success. sale of merchandise.
Business of Sports 38
Japanese football was in disarray Japanese teams are comprehensive reliance on big names was short-
until the late 1980s and in need of sport clubs that provide entertainment lived once domestic players started
reform: the quality of play was low to people of all age groups. They are also establishing themselves. Today, the
and low attendance figures confirmed tasked with promoting sports in their earlier trend seems to have reversed
peoples disinterest in the sport. A region and with encouraging people to with Japanese footballers playing
series of re-organisational actions participate in local sporting initiatives. for major European teams (Shinji
resulted in the launch of the Japanese Kagawa for Manchester United and
To further increase public support,
J-League. The founders (the Japanese Yuto Nagatomo at Inter Milan are a few
the teams tried to connect with their
Football Association) in 1991 had three examples).
respective local communities. First
significant primary goals in mind:
of all, every participating club was Building fan bases and creating a
Improve the quality of the game; renamed after its home city. Since the culture of football were also important.
base city of a team cannot be changed, The J-League aimed at reaching out to
Develop a sporting culture;
the naming process helped in creating people with diverse backgrounds and
Earn international recognition. a mutual commitment between a club interests. Hooliganism was kept at bay
and the locals. Every club is required to to ensure people can enjoy the games
The J-League was incorporated as an
operate teams at various levels, such as with their families. Singing and chanting
autonomous, non-profit organisation,
under 18, under 15 and under 12. This during the games was encouraged
unlike the English Premier League, in
motivates and creates opportunities to create a good atmosphere. The
1992, as a limited company. However,
for children to play football. league contracted a leading global
it is different from European football
creative agency to rebrand the teams
in the sense that its management is Several other initiatives were taken
and enhance their appeal among
centralised, which implies that the to make the sport more spectator-
fans. Mascots and logos became an
J-League not the clubs makes friendly and exciting for the Japanese
integral part of teams identity, further
decisions concerning sponsorships and consumers. The first official season
reinforcing the bond between fans and
licenses for the league. The goal was (1993) started with 10 clubs (later it
clubs. Bright and eye-catching kits with
to create equal financing opportunities was expanded to 18 teams). The league
high recall value were also introduced.
for every club (it was doubtful whether adopted a two-stage season system
Like major American sports, significant
each club would be able to survive on where the winners of each stage played
focus was given on developing a variety
its own from the beginning, because a final play-off at the end of the season
of merchandise.
of low interest in football). The fact that to determine the champion. Moreover,
all teams are highly competitive further matches could not end in a tie after The launch of the J-League proved
enhanced the leagues popularity. 90 minutes. In case of levelled scores to be a commercial and sporting
after the time limit, a 30-minute extra success. Well-planned commercial
Currently, there are 36 corporate
time game commenced, followed by and merchandising activities, which
sponsors of the league and, by
a penalty shoot-out (if required). The leveraged communal and regional
extension, of the clubs. This number
system reverted to classic rules in 1999 pride, resulted in the creation of a
includes large multinational companies.
with a one-stage league format and the strong fan base. Interest in the sport
They usually compete with each other
possibility of ties. There are plans to rose steadily with average attendance
to acquire the status of teams preferred
revive the two-stage format in 2015. reaching as high as 18,000 per game.
supplier for different services. There
Football gradually became one of the
are, however, no public funds used in To improve the quality of the game and
most popular sports in Japan, since
professional football. increase attendance, the J-League
the J-League provides the country
invited foreign football stars to the
The biggest challenge the founders with a domestic alternative to the
teams. Among others, Gary Lineker,
faced was the lack of an established English Premier League, which usually
Dunga, Jorginho, Patrick MBoma and
base of football in Japan. Sumo and overshadows domestic football.
Dragan Stojkovic arrived in the early
baseball were far superior; only a Moreover, it also helps Japanese players
years for wages reportedly as high as
few children took up football as their in showcasing their talent and rising
JPY300 million (USD 3 million) a year.
sport. Naturally, the limited number to the top without being forced to play
Numerous foreign coaches were also
of players lowered football standards for other countries clubs. Thanks to
employed, such as Arsene Wenger
in the country. However, to turn this the J-League, participation in football
(the current manager of the EPL team
around, J-League clubs were required boomed in the country and currently
Arsenal). The J-Leagues embracing
to go beyond being football teams and about 5 million people are estimated
of the European best practices and
serve as community centres. Modelled to play professionally or at the amateur
systems helped it quickly improve the
after the German professional clubs, level.
quality of the games. However, their
Realising the potential of the sports A share of the central revenues of the
sector from commercial and marketing league, local revenues and performance
perspectives, several leading companies revenues constitute major revenue
and business groups have invested in the sources of a league franchise.
franchisees of various sporting leagues.
Share of Central Revenue: This and commercial revenue includes team sports, cost and quality issues
includes a per centage of the revenue funds from franchise sponsors, and lack of an active sporting culture.
to the league from media rights and merchandise sales and revenue Even an IPL team generates only
central sponsors. In India, media rights generated from membership with about INR 2025 million from 45
serve as a major revenue source for the franchise club. Revenue from licensees, which constitutes a minor
the league as well as franchises, since franchise sponsors constitutes the per centage of their total revenue.35
other revenue streams are not strong. majority of the commercial revenue.
The contribution of gate revenue to the
This can be gauged from the fact that A franchisee is unable to generate
overall revenue of franchises is low due
media rights constitute ~70% of the significant revenue from licensing
to inexpensive ticket pricing, especially
total revenue of an IPL team34. and merchandising, since sports
in non-cricketing leagues. This is in
licensing is still in a nascent stage and
Local Revenue: Local revenue for contrast to the leagues abroad where
plagued by multiple challenges such as
a franchise stands for revenue from gate revenues contribute significantly to
rampant counterfeiting, low fan affinity,
match day ticket sales (gate revenue) a franchises revenue.
low popularity and development of
Table 7: IPL/I-League
IPL I-League
IPL teams generate INR1030 million per match Average occupancy of I-league
depending on occupancy and ticket prices matches is 500 people36
I-league ticket prices range from
IPL ticket prices range from ~INR50020,000
~INR 30300
IPL teams are generating 1015 per cent of their
revenues from gate receipts.
Re-packaging existing sporting heroes as brand ambassadors of stores, book and music stores, etc.
competitions like the Ranji Trophy various teams and engaging with in existing stadia, to transform in-
and I-League to capture audience schools and colleges by organising stadium sport viewing into a family
interest. This could be achieved nationwide tournament- specific exercise, and so that they could
through timings conducive to family quiz competitions, for instance, serve as a popular entertainment
viewing, both on television and a Ranji Quiz, and sponsoring other spot for non-traditional sports fans as
in-stadium, suitable ticket pricing nationwide inter-school/college well. A hike in ticket prices could be
structure with special offers for family competitions. considered consequent to a rise in
tickets and student tickets to drive in-stadium viewership. The existing
Apart from re-packaging the
audience, refurbishment of stadia, stadia may also be monetised by
tournaments themselves, it is
better viewing angles, spectator organising multiple sporting events
important to create supporting
friendly game formats, broadcasting and entertainment shows, wherever
infrastructure like restaurants, bars,
in both Hindi and English, strong possible.
fast-food chains, merchandise
marketing involving celebrities/local
The Verizon Centre is a multi-purpose host to more than 36.5 million people
sports and entertainment venue with who have attended the 3000 plus40
a seating capacity of 20,00037 seats events organised at the venue.
and is home to the NBAs Washington
Supporting funds during the
Wizards, the NHLs Washington Capitals,
development of the arena came from
the WNBAs Washington Mystics, and
the arena naming rights deal that were
the NCAAs Georgetown Hoyas mens
sold to Washington based MCI Inc. for
basketball team.
USD 44 million,41 over 20 years, and the
The Verizon Centre is the result of a arena was subsequently named the MCI
USD 7 Billion38 redevelopment plan, Centre (after Verizon Communications
that was launched 17 years ago by took over MCI, the arena was renamed
sports entrepreneur Abe Pollin, who the Verizon Centre), multiyear deals with
envisioned a new sports arena in corporate sponsors and the sale of the
downtown Washington as opposed to arena luxury suites that were priced
the older U.S. Airways Arena that he USD 100,000-USD 17500042 in 1997.
operated, which was too difficult to get
The Verizon Centre is considered a
tosince it was situated in the suburbs
commercial success and following Abe
of Washington DC, and also out of date.
Pollins death, the stadium was sold to
The Verizon Center boasts of 100 plus39
Ted Leonsis (owner of Verizon Centres
luxury suites, a high-definition center-
tenant Washington Capitals professional
hung scoreboard, an indoor basketball
football team) who subsequently
practice facility and 10 dressing rooms.
established a new management
This is supplemented by a variety of
company-Monumental Sports and
concession stands and restaurants.
Entertainment that stands as the
The arena also houses various sports
current owner of the Verizon Centre.
bars and grills, clubs, the Volkswagen
Theatre, a fitness centre and a salon. Other benefits:
Since its inception, the arena has The Verizon Centre has revitalised
hosted high profile sporting events like the surrounding neighbourhood in 37. The Verizon Center Official Website, http://verizoncenter.
the 1998 Stanley Cup Final, the NBA downtown Washington DC, with the monumentalnetwork.com/about-verizon-center, accessed 15
January2014
(2001) and WNBA (2002, 2007) All-Star opening of numerous restaurants, bars 38. The Verizon Center Official Website, http://verizoncenter.
games, and the 2003 World Figure and other businesses. monumentalnetwork.com/about-verizon-center, accessed 15
January2014
Skating Championship, besides being 39. The Verizon Center Official Website, http://verizoncenter.
the venue for numerous family shows monumentalnetwork.com/about-verizon-center, accessed 15
January2014
and concerts. The stadium has served 40. The Verizon Center Official Website, http://verizoncenter.
monumentalnetwork.com/about-verizon-center, accessed 15
January2014
41. http://www.sportsbusinessdaily.com/Journal/Issues/2011/09/19/In-
Sponsors should drive more fan club in incremental sales but can also have Depth/Naming-rights-deals.aspx, accessed on 15 January 2014
42. Thomas Heath and David Montgomery, Pollin: With Opening of MCI
activities and promotional campaigns. significant intangible RoI associated Center,Ive Got Everything Ive Ever Done in My Life on the Line,
Sponsorship in sports not only results with it. Washington Post, 30 November 1997
Business of Sports 42
Greater brand High sports viewership and mass popularity provide a potent
marketing lever to various brands of reaching out to consumers
recognition and increasing their brand recall
Sponsorship
in sports
Connect with the Heavy marketing investment in sports by brands and firms with
a strong youth connect. E.g., aerated drinks, snacks, mobile
target segment services, etc.
Intangible RoI
P&G that signed on to become a global Benefits from the Thank You Mom
Olympic sponsor for 10 years chose campaign:
to use the platform of the Olympics
Sponsorship of the U.S. team at the
to connect with its target audience
2010 Vancouver Winter Olympics
moms all around the world. The Thank
delivered USD 100 million43 in
You Mom ad campaign was aimed at
incremental sales
increasing brand loyalty among key
customers who use P&G products Sponsorship of the 2012 London
most, i.e. women of age 18+ and Olympics has resulted in incremental
moms, by bringing across the message sales of USD 500 million44 or more
that behind every Olympian, there is an
Increased brand loyalty with a 5-10%
equally awesome mom who deserves
increase in sales and market share of
to be thanked. The campaign thanks
participating P&G brands
moms of not just Olympians, but moms
all around the world who work hard to Increased brand awareness of P&G.
raise their children. The ad campaign For instance, awareness of P&G in
therefore, helped P&G to connect Russia increased from 0% to 15%,
emotionally with target customers with 75% linkage to P&G brands45
(moms) by showcasing that P&G
P&G Thank You Mom ad campaign
understands what it takes to be a mom.
garnered more than 75million
P&G is also an example of a non- YouTube views46
traditional sponsor that identified the
opportunity that a competition like
the Olympics presents, to attain its
marketing objectives.
43. http://prsany.org/downloads/BigAppleAwards2013/p_g_builds_consumer_loyalty_during_london_2012_olympics__marina_maher_communications.pdf,
accessed on 15 January 2014
44. http://thearf.org/images/uploads/documents/2013_Ogilvy-Awards_Case-Study_Procter-Gamble.pdf, accessed on 15 January 2014
45. http://prsany.org/downloads/BigAppleAwards2013/p_g_builds_consumer_loyalty_during_london_2012_olympics__marina_maher_communications.pdf,
accessed on 15 January 2014
46. http://prsany.org/downloads/BigAppleAwards2013/p_g_builds_consumer_loyalty_during_london_2012_olympics__marina_maher_communications.pdf,
accessed on 15 January 2014
43 Business of Sports
Sponsors in sports can also be classified of their product positioning and have
as traditional sponsors and non-traditional high proportion of youth in their target
sponsors. Traditional sponsors come segment. Non-traditional sponsors belong
from business categories/ sectors that to sectors that may not have a direct
have a direct linkage with sports in terms linkage with retail consumers.
Sponsors in sports
Association with sports provides a infrastructure, etc. have also forayed into
strong marketing platform to businesses. sports sponsorship due to the visibility
Companies from sectors that have it provides and high potential RoI, both
typically not associated with sports, tangible and intangible
such as real estate, household products,
Key issues
There are various incentives for youngsters to pursue a career in sports, which can be
broadly categorised, as shown in Figure 2.11: Incentives to encourage people to pursue
a career in sports.
Coaching,
sports
management/
Jobs,
marketing,
pension Cash and
Scholarships Sponsorship sports
funds, land awards
by UGC deals and psychology,
Examples perform- to Olympic
based on product sports
ance-based medal
performance endorsements education,
promotions winners
sports
journalists,
analysts,
commentators
Role of the Government in providing incentives and creating a safety net for players
Government initiatives for the creation persons winning a medal(s), at Scheme of pension to meritorious
of a safety net for players include the international competitions, an out- persons: This scheme allows
following: of-turn promotion, with a maximum monthly pensions to medal winners
of three such promotions. at the Olympic Games, Asian Games,
Sports quota in Government jobs
Commonwealth Games, World
and public sector undertakings Similarly, state Governments also
Championships and Para-Olympic
(PSUs): According to rules established have the provision of sports quota in
Games in the range of INR 3,000
by the Government of India 47. Government jobs:
10,000, when they turn 30, or later if
Meritorious sportspersons Various state Governments provide their sports career is active52. However,
who have represented about 2 per cent sports quota in there is no central pension scheme for
organizations/states/the country Government jobs48 49. Haryana, medal winners at the National Games.
at international, national, state which provides 3 per cent sports Since sports is a state subject, some
or university-level games or quota, is an example of a state states like Gujarat have launched
national games for schools that boasts of a well-established pension schemes for people who have
with requisite qualifications are incentives structure49. participated in national-level games as
eligible for recruitment under well53.
Moreover, the sports ministry recently
the sports quota in various
announced direct recruitment of all National Welfare Fund for
Government departments or PSUs,
Olympic participants as SAI coaches, Sportspersons 54: This fund provides
withstanding total candidates
equivalent to Group B officers50. financial assistance to former
through reservation do not exceed
sportspersons living in indigent
50 per cent. Performance-based financial
conditions, to players for medical
assistance for education under the
Recruitment of sportspersons treatments and the former players
sports quota: Elite sportspersons
against the sports quota is done who are now disabled. It also provides
who are medal winners at national
for Group C and D posts and financial assistance to budding
games or participants of recognised
cannot be done for Group A and B sportspersons in need.
international games/championships
posts under direct (no qualifying
are provided with financial assistance The Indian Parliament recently discussed
examination) recruitment.
by the University Grants Commission the possibility of formulating a policy on
To motivate players to continue (UGC) for undergraduate and graduate pensions for former sportspersons who
performing well, the Government university courses51. have been successful in national-level
has decided to provide sports- games55.
Case study: Ways to attract and incentivise sportspersons to pursue a career in sports the U.K.
There are two major channels of public Development: athletes whose athletes on the podium level is about
funding for professional athletes in the performances suggest they can be 18,500 per annum, the average figure
U.K.: the World Class Pathway (WCP) competitive. These athletes usually for development level athletes is
programme and the Athlete Personal do not spend more than 34 years at approximately 7,500.
Award (APA). this funding level.
As part of private financing, Sportsaid, a
The former, initiated by the U.K. Sport in Talent: targeted at athletes who charity fund established in 1976, aims
1997, aims to support athletes who are have the potential to progress to support young talent between the
genuinely interested in winning at the through the World Class Pathway age of 12 and 18, who train in one of the
Olympics. Each funding cycle lasts for programme. This is a kind of R&D Olympic and Paralympic sports at the
four years, starting after the Summer investment at the youth level. amateur level, but have the potential to
Olympics year. Money from WCP is first succeed in the future. This project relies
transferred to sports governing bodies The number of podium and on raising funds from the corporate
so that it reaches athletes indirectly. development grants awarded to each sector and private individuals.
sport depends on recent performances
There are three different types of and demonstrable future potential. It should also be noted that financing
funding within the WCP programme: is also channelled to professional
The other notable channel, APA, is sportsmen from private sponsorship
Podium: athletes with the most paid directly to the athletes. It serves deals, which either flow through the
realistic winning capabilities at the as a contribution toward personal sport federations and sports clubs or are
next Olympic Games (duration: living and sporting costs. Similar to the directly signed between sportsmen and
maximum four years) WCP programme, there are different sponsoring companies on an individual
performance categories. While the basis.
current average APA payment to
Cash rewards by central and state Backup careers: These are and sports consulting in the future
Governments: Players who win opportunities provided by the if the trend of league-based sports
medals or perform well in international Government and the private sector to in India gains acceptance widely.
competitions such as the Olympic retain players in the sports ecosystem Similarly, to fulfil the demand of
Games and Commonwealth Games even after retirement from active coaches in line with the Governments
benefit from rewards from various sports. The sports ministrys decision vision, pursuing courses in sports
state Governments, the Central on direct recruitment of all Olympic education, psychology and nutrition
Government and companies. participants as coaches is aimed can also be potential backup options.
Such awards could not only act as at providing financial security to Sportspersons may also get training to
incentives but they also help secure players. Players could also consider become analysts, commentators and
players future. backup options in the fields of journalists.
sports management/marketing
Key issues
Background
Taxation of artistes, sportspersons and gravity of the matter, one may recall that
foreign teams participating in various the Standing Committee on Finance
national and international sporting/ had to present a comprehensive report
entertainment events in India is in 2011 before the Lok Sabha on tax
complicated, especially from a direct tax assessment/exemption and related
perspective. This is primarily due to the matters concerning IPL/BCCI1; that
difficulty around the characterisation of Usain Bolt, the fastest human on planet,
their incomes. This is principally driven refrained from participating in an event
by the extremely creative and complex held at Crystal Palace, London, in August
manner in which contracts are structured 2010, owing to unfavourable laws
multiple jurisdictions are involved since of the United Kingdom on taxation of
artistes and sportspersons are generally sponsorship and winning income.2
always on the move. To substantiate the
In India, Section 115BBA, under Chapter country and the country of residence of
XII of the Income Tax Act, 1961 (the the artiste/sportsperson. Such income
Act), provides for taxation of artistes/ is taxed as per the domestic tax law of
sportspersons and establishes a specific the source country in India, in terms of
manner in which the income earned Section 115BBA of the Act. Further, the
by a non-resident sportsperson and MC does not provide for any time or fee
sports association shall be computed threshold to trigger the application of
and brought to tax in India. Certain Article 17. However, some bilateral tax
specific income streams of non-resident treaties that India has entered into act
non-citizen athletes and sportspersons, as an exception to this rule by providing
such as guaranteed participation fee, either for some time (e.g. India-Egypt Tax
advertisement income and income from Treaty) or fee threshold (e.g. India-US tax
contribution to articles in newspapers treaty) to trigger the application of Article
and journals are liable to be taxed in 17.
India at the rate of 20 percent (excluding
Article 17 also provides for specific
surcharge and education cess) on gross
anti-avoidance provisions to counter any
basis. Further, the Central Board of Direct
devices/schemes, pursuant to which
Taxes (CBDT) has also issued a Circular3
incomes of an artiste/ sportsperson
that addresses certain issues relating to
accrues not to him but to any other
the taxation of national and international
person. It further provides for exemption
events and shows for entertainment and
by the source state of the performance
sports.
income that an artiste/sportsperson
The Organization for Economic may earn from performances that are
Cooperation and Developments Model substantially supported by public funds.
Tax Convention (OECD MC/MC) This reservation or exemption is included
provides special provisions under Article in the majority of bilateral tax treaties that
17 for taxing artistes/sportspersons India has entered into.
who perform internationally. Simply
An artiste/sportsperson earns income
put, Article 17 of the MC allocates to the
from various sources; however, only
country of performance (source country)
incomes from his personal activities
the right to tax the consideration paid to
as such that is incomes that are
a non-resident artiste/sportsperson for
predominantly attributable to an
performance therein. This is irrespective
artiste/sportsperson in the capacity
of whether the artiste or sportsperson
of a performer or his other activities
is self-employed and has a permanent
or property rights as a performer, are
establishment in the source country or is
covered within the ambit of Article
an employee. In other words, Article 17
17. Some typical streams of income of
overrides the normal taxation provisions
an artiste/sportsperson and their tax
of the MC (i.e. Article 7 and Article 15).
implications are as follows:
Further, Article 17 of the MC does not
provide for any computation mechanism
1. Circular No. 787 dated 10 February, 2000
2. 38th Report of the Parliamentary Standing Committee on Finance - Tax but, as stated earlier, merely allocates
Assessment and Exemptions and Related Matters Concerning IPL-BCCI the taxing rights between the source
3. Usain Bolt snubs London meeting over tax laws, BBC, 12 July 2010
49 Business of Sports
Article 17 applies to all remuneration income from winnings, which includes fee/prize money. Accordingly, there is a
paid to an artiste/sportsperson with winning from any game or sport played in need to evaluate whether unguaranteed
respect to his performance in the source India, and brings them to tax at the rate participation fee/prize money can be said
country and is liable to tax. As discussed of 30 percent (excluding surcharge and to be governed by Section 115BBA of the
above, Article 17 does not provide for education cess). Act. If not, would the normal provisions
any beneficial rate or mode of taxation of the Act apply? Accordingly, there is a
The presence of several provisions has
and hence, the same would be governed need to evaluate whether the provisions
given rise to a controversy wherein the
by the provisions of the domestic tax of Section 115BBA apply to unguaranteed
industry seems to be debating whether
law in the Indian context, this would participation fee/prize money. If not,
prize money earned by artistes or
be according to Section 115BBA of the whether a reasonably attributable share
sportspersons should be taxable under
Act. In terms of the said Section, certain of such unguaranteed participation fee/
Section 115BB or 115BBA of the Act. The
specific income streams of non-resident prize money to the performance of the
fact that neither of them begins with a
non-citizen athletes which includes the artistes/sportspersons in India be liable
non-obstante clause while both of them
guaranteed participation fee is brought to tax at the rate of 40 percent (exclusive
constitute the special provisions chapter
to tax in India at the rate of 20 percent of surcharge and education cess) on the
further aggravates the issue.
(excluding surcharge and education cess) net income basis in terms of the normal
on gross basis. Further, Section 115BB of As discussed above, Section 115BBA provisions of the Act.
the Act specifically deals with taxation of applies to only guaranteed participation
Besides performance fees, artistes/ There is an ongoing spate of sight. Similarly, other matters are also
sportspersons often receive income in controversies surrounding the taxation being debated such as whether there
the form of advertisement or sponsorship of global advertisement and sponsorship is a possibility to cover within the ambit
fees (includes fees received for the arrangements that artistes/sportspersons of Article 7, instead of Article 17, the
encryption of logos, trademarks or enter into. It has been debated, now advertisement and sponsorship revenues
trade name on the clothes or their in fact for quite some time, whether it that an artiste/sportsperson earns from
other apparatus). The commentary to is possible to cover within the ambit of arrangements that are global in nature but
OECD MC 2010 states that, typically, Article 17 a reasonably allocable share of do not relate to any specific tournaments.
royalties for intellectual property rights global advertisement and sponsorship Consequently, in the absence of
will be covered by Article 12 (royalties revenues of artistes/sportspersons and any permanent establishment, such
and fees for technical services) and not offer to tax them in various countries of payments may not be liable to tax in the
Article 17; however, general sponsorship their performance. The OECD discussion source country. There is a similar issue
income directly or indirectly linked to the draft on Article 17 inter alia includes with Global Prize Money too.
performance in a source country would discussion on this aspect. However,
be covered by Article 17. the resolution does not appear in
Indian sports have overhauled over for customs and 12 percent for excise.
the last decade-and-a-half with strong State Government continued to levy
commercialisation and globalisation of entertainment and entry taxes.
related activities. Similar modernisation
With the maze of taxes and both central
is also reflected in the changes in
and state Governments taxing activities/
tax treatments and consequently tax
goods, the indirect tax regime in India
disputes. Meanwhile, there were some
is undoubtedly complex. However, with
more important changes in the form
increasing complexities in the field of
of the value-added tax (VAT) replacing
sports with sponsors, franchisee,
sales taxes during 20052007, service
event managers, sports bodies and
tax expanding its ambit to cover almost
Governments playing their respective
all services in the economy while excise
roles the application for indirect taxes
and customs duties held the fort by
has become complex for the industry as
reducing a plethora of notifications and
well as the Government.
rates stabilising at about 2530 percent
The manufacturing of sports goods office equipment. The Government often The service tax law provides for
is concentrated in a few pockets in allows duty-free imports for mega events exemption to services provided by
India and was traditionally a labour- on some conditions. But frequent delays certain professionals or sponsors to
intensive industry serving India as well often keep organisers on tenterhooks. A a recognised sports body. However,
as other countries. The Government simple system may help the Government there is no clarity on whether such an
had granted exemption from excise to and organisers to address such issues. exemption can also extend to services
sports goods, which was withdrawn in provided to franchisees, since the league
The advent of service tax coincided
2011 to bring them in line with those by is ultimately organised by the respective
with the commercialisation of sports in
state Governments to pave way for the sports governing bodies. Given the high
India. A small honorarium that cricketers
Goods and Services Tax (GST). Duty was stakes involved in such franchisee-based
used to get for playing for the country
increased from 1 percent to 2 percent sports leagues and the fact that the
in the past has turned into a massive
in the following year and the industry trend of leagues is getting popular, the
business through endorsements,
wanted it to be rolled back. exchequer may want to tax each leg of
sponsorships and franchisee events
the commercial arrangement among
Internationalisation of sports meant such as IPL (and similar events) with
the various stakeholders, whereas the
getting sports and other equipment different stakeholders (sports boards,
sports professionals may want to claim
(Formula 1 cars, yachts, boats and even franchisees, sponsors and players) and
exemption.
the video recording gears of the TV crew) service providers (event managers,
into the country for a few days and then broadcasters, caterers, transporters and The business of sports is expanding the
returning them. The customs law in India TV anchors) playing their respective roles. world over, including in India. Organisers
have a provision to refund duty if the The Government became a crucial player should appreciate that the Government
goods are re-exported within a particular for providing security (police), safety (fire intends to support them in exchange
time period. However, players and their protection services), electricity, water of only a small share of profits in the
franchisee consider this as a major and various permissions for such events. form of taxes. On the other hand,
hindrance due to the time it takes to get The success of sporting events has the Government should also aim at
refund. In January 2014, the Commerce attracted tax sleuths who wade through proactively supporting them in building
Ministry proposed a duty-free import of contracts to identify any activity for the requisite infrastructure to identify and
racing vehicles after executing a bond and consideration that can be potentially cash in on the countrys talent as well
undertaking to re-export within 30 days. covered under service tax but may have as in promoting the commercialisation
been disguised by organisers under of sports similar to other industries, by
In international events such as the Cricket
sharing of profits model to avoid paying addressing challenges and providing
World Cup, sports bodies are often found
taxes. additional incentives.
struggling to get exemptions for the sport,
medical, broadcast and other crucial
51 Business of Sports
4. Issues and
Recommendations
Business of Sports 52
Overall Lack of a sports Nationwide campaign to raise awareness on sports Campaigns like those run for
culture in India A nationwide media campaign stressing the other Government schemes e.g.
importance of sports and involving famous Pulse Polio program, the adult
personalities/celebrity endorsements could help literacy program, NDTV Marks
encourage uptake of sports in the country for Sports, etc.
Promoting uptake could induce a demand for training Means could include TV
facilities inviting investment in establishing the same commercials, regional and
national newspapers, marathon
Crickets popularity in India is primarily the reason for campaigns etc.
the commercial success of the IPL. Thus, promoting
sports culture in other sports could make leagues a
lucrative format inviting more corporate investment,
leading to further sport development.
Scarcity of Allowing access of public infrastructure to private Case study on AFC Ajax Youth
playing spaces training academies in lieu of reasonable fees Academy, Amsterdam, The
and high capital Opening of public infrastructure like stadia and Netherlands-
expenditure residential schools to private training academies AFC Ajax is one of the most
required to could aid in public/legacy asset monetization and advanced football academies
establish prove sustainable for both the Government and the in Europe. Nonetheless, the
private training private academies. main stadium of the academy
academies is owned by a private-public
holding company and the
Government of Amsterdam.
55 Business of Sports
1. Sourjya Bhowmick, What does it cost to win an Olympic medal, www.indiaspend.in, 9 August 2012
Business of Sports 56
Lack of Evaluation of demand by the Government for these The case study on the strong
specialised courses and establishment of lucrative incentives by emphasis on sports courses
courses in the Government for their inclusion in existing private in the UK explains that from a
nutrition, sports and public universities financing perspective, majority
medicine, The Government may assess demand for sports of the universities/courses are
psychology, etc. sciences and sports management; on the basis funded from public sources with
that incentives are provided to established private very little funding coming from
and public universities to support inclusion of such payment of tuition fees.
courses as a separate stream of study.
57 Business of Sports
Sports Insufficient Legacy planning to be done before the An example of effective legacy
infrastructure legacy planning construction of stadium/assets begins planning is that of the Glasgow
for various Legacy planning with future stakeholders Commonwealth Games 2014.
games hosted of the property could be done before Glasgow announced its initial legacy
by India leading construction begins. It is important to plan in late 2009; in contrast Delhi, the
to poor asset incorporate requirements such as the venue for the games in 2010, had not
monetization inclusion of a restaurant, hotel, size of started legacy planning even by then.
administration block, etc. in the design of Case study on the City of
the stadiums as per the legacy plan, for Manchester Stadium-
optimal use and monetization of assets after The stadium was the main athletics
the games are over. stadium for the Commonwealth
A current instance where legacy planning Games 2002. However, for effective
needs to be stressed upon from now itself monetization, the City Council struck
is the new mega cities that the Government an agreement with the Manchester
is planning to develop from scratch, for e.g. City FC to convert the stadium to a
the Delhi Mumbai Industrial Corridor (DMIC). football stadium with the club paying
Such projects could provide immense for stadium redevelopment. Apart from
opportunities for PPPs and economic activity the Council that generates revenue
for all industries including sports. from the rent paid by the club, the
club itself has been able to make the
venture profitable through innovative
deals like:
Selling of naming rights of the
stadium to Etihad
Using the match day sales to pay
rent to the council, with no money
due if ticket sales did not exceed
the capacity of their previously
owned stadium.
Another example of legacy planning
is the Naya Raipur Sports City whose
development is underway:
The sports city is being built on the
BOT model with a private player
building the city and handing it back
to the Naya Raipur Development
Authority
An area is ear-marked as residential
space to cross-subsidize the sports
facilities built.
Business of Sports 58
Poor Improved packaging of events to make the leagues Part of the IPLs success can be
monetisation of spectator-friendly attributed to its ability to deliver
leagues This may involve improving the quality of stadia, effectively on the critical success
timing the events in a way that they suit a majority factors identified earlier in the
of the audience and broadcasting shorter versions report. For example, broadcasting
of the games (if possible) to grip audiences matches in prime time to attract
attention. non-traditional cricket spectators,
improved quality of stadia, and
Critical success factors, as identified earlier in the involvement of various celebrities
report, may be considered while packaging events in the league to aid marketing,
to make the league popular. broadcasting the shortest version
of the game and involving popular
international players.
Business of Sports 60
Leagues and Limited Concentrated efforts by franchises to engage with Case studies on academies
tournaments engagement local communities such as the Manchester United
of franchises Community engagement by franchises could help Academy demonstrate how
with local build a fan base and promote a culture for the trading home-grown players is
communities respective sport within the community. a major source of revenue for
football clubs.
This could aid in popularising the franchise by
attracting more sponsorships and endorsement
deals in the future, enabling high returns on
investment.
Moreover, through community engagements,
franchises could train domestic talent for reducing
reliance on foreign players, ensuring sustainability
in the future.
Training local talent may also translate into
inter-club trading of players in football, which is a
potential revenue stream for clubs.
Way forward
A majority of the challenges identified policy that regards sports as a Sports consulting firms: extending
in the existing sports ecosystem can be subject, for instance, would further sports consulting services to more
traced to the singular issue of the lack create demand for coaches and sports, beyond cricket and football
of a sporting culture in India. A thriving physical education teachers, which
Leading corporate organizations
sports environment depends not only is likely to also boost the uptake of
that have been involved in
on the interest among spectators, but sports coaching as a career
the sports sector through
also on an efficient support system
Ministry of Finance: allocation of CSR activities: operating
that continuously fuels their interest.
commensurate budgetary funds non-profit sports foundations,
Therefore, the scope of the term sports
based on the understanding of the for-profit academies and other
culture extends beyond the popularity of
developments in the sports sector for-profit ventures such as owning
sports and mostly entails policy-making
franchises in sports leagues are
designed to encourage participation Ministry of Commerce and
likely to take the industry forward.
in sports and builds an ecosystem Industry: establishment of more
comprising of connected, informed and SEZs for the manufacturing of Government organizations/
aware stakeholders. sports equipment and FDI in retail agencies: departments such as the
Central Board of Secondary Education
Thus, a Joint Working Group (JWG) could State Governments:
(CBSE), National Skill Development
be formulated that works to strengthen a implementation of grassroot-level
Corporation (NSDC) and National
sporting culture in India by taking action initiatives suggested by the JWG
Council of Educational Research and
on the recommendations provided in
Sports governing bodies: JWG Training (NCERT) can support JWGs
this report and implementing additional
should ideally include representation decision-making process by providing
initiatives identified by the JWG. The
from all sports governing bodies such vital statistics and content.
Group should ideally have representation
as IOA, NSFs, SOAs and SSAs.
from various stakeholders identified JWG can segregate them as short-
across the sports ecosystem and include Private bodies: The private sector in term and long-term recommendations
members from: sports may be represented by: based on their ease of implementation
and potential impact on their
Government bodies: Broadcasters: packaging non-
establishment. Besides providing
cricket sports to increase their
Central Government bodies in specific recommendations for the
popularity
charge of sports in India such as Government and private sector players,
MYAS and SAI Sports manufacturers and retailers: JWG may expedite work on and the
marketing and distributing high implementation of the remaining
Ministry of Human Resource
quality and inexpensive sports recommendations.
Development: implementation
equipment to improve their access
of sports-oriented education and
at the grass-roots level
employment policies. An education
Business of Sports 62
Table 9: Major stakeholders, their ultimate targets, benefits from investment in sports, and potential benefits to
stakeholders from the formation of the JWG
Central and state Socio-economic Improved fitness levels of Indias Holistic policy formulation through
Governments development of human resource increased awareness of various
the country Economic boost through benefits Government ministries/entities on
in inter-related sectors such as the challenges faced by various
tourism, education, sports exports stakeholders in the sports ecosystem
and retail. Realising the Governments vision on
Instill national pride through sports sports by leveraging existing capabilities
of other JWG stakeholders. For instance,
collaborations with the media to
broadcast a nationwide sports campaign.
Sports governing Self- Increase popularity of the sport Potential increase in sponsorships
bodies like NSFs, sustainability that the respective governing by connecting with broadcasters and
SSAs and IOA bodies by organising competitions, keeping corporate organizations abreast
leagues and events to become with latest developments/competitions
self-sustainable. in the respective sports.
Inclusion of suggestions from sports
governing bodies in the formulation of a
common governance framework across
all sports and collaborations with sports
consulting firms to create safety net for
players.
Corporate Profitability Brand building and recognition Increased awareness among various
organizations by reaching out to a significant stakeholders on private sector activities
segment of the population, i.e., in various segments of the sports eco-
youth system.
Opportunity for business houses Increased support to corporate houses
to diversify into sporting avenues investing in sports through increased
such as leagues, merchandise focus on streamlining PPP models,
and brands that have a more legacy assets monetization and relaxing
prominent youth connect. Government rules on duty.
Other Government Improvements Supporting the Government in Support from various stakeholders,
agencies/societies in school socio-economic development by especially the Government, in
such as NCERT, education, skill investing their human resources implementing a holistic education
CBSE and NSDC development and in supplementing vital content and and workforce training policy/plan to
training Indian statistics. motivate the youth towards sports
youth
Business of Sports 64
An analysis of various segments of returns on investment in sports. However, keeping in mind the advent of leagues in
the sports ecosystem demonstrates they also indicate the high revenue several sports and an active Indian media
the involvement of private players, generating potential of sports leagues. corporate houses already involved in
besides Government bodies and sports Nonetheless, it has been observed that sports should now consider for-profit
authorities, albeit in a limited scope and investment in sport provides private ventures in sports such as owning
mostly in the form of CSR activities, due organisations with significant social franchises and providing sponsorships
to the respective organizations inherent return on investment (RoI) in terms of to various leagues and tournaments.
culture for sports. The business of sports enabling brand recognition and brand Moreover, with CSR becoming
in India is yet to pick up steam and this building by reaching out to a large mandatory under the Companies Act
could largely be driven by the introduction segment of the population. This is due 2013, business houses are increasingly
of more leagues on the lines of the IPL to the high appeal sports enjoy with the considering sport as an avenue for CSR
in cricket. Case studies on domestic and youth and the fact that they create brand activities due to its significant social RoI.
international events indicate the relatively loyalty by engaging local community
long gestation periods of commercial members. Considering this and
65 Business of Sports
Glossary
HI Hockey India
T20 Twenty20
U- Under
67 Business of Sports
UK United Kingdom
US United States
UT Union Territory
Definitions
Gross domestic product (GDP): Market value of all officially recognised final goods
and services produced within in a given period of time.
Gross value added (GVA): The contribution of each individual producer, industry or
sector to the economy. To obtain GVA, the value of intermediate goods and services
is subtracted from gross output.
Special economic zone (SEZ): SEZs are geographical areas created with an
intention to promote export of products, provide employment opportunities and
develop quality infrastructural facilities with minimum possible regulations like
exemption on taxes of export income.
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Business of Sports 70
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