PROJECT REPORT

(Submitted for the Degree of B.Com. Honours in Marketing under the

University of Calcutta)

TITLE OF THE PROJECT:

“IPL television viewership- post covid and pre covid”

SUBMITTED BY

Name of the Candidate: Ramandeep Singh

CU Registration Number: 017-1111-2290-19
CU Roll Number: 191017-21-1163
Name of the College: THE BHAWANIPUR
EDUCATION SOCIETY COLLEGE

SUPERVISED BY
Name of the Supervisor: Prof. Samreen Alam
Name of the College: THE BHAWANIPUR
EDUCATION SOCIETY COLLEGE

MONTH & YEAR OF SUBMISSION:

May 2022

pg. 1
 SUPERVISOR'S CERTIFICATE

This is to certify that Mr. Ramandeep Singh, a student of B.Com. Honours in

Marketing of THE BHAWANIPUR EDUCATION SOCIETY COLLEGE, under
the University of Calcutta has worked under my supervision and guidance for her
Project Work and prepared a Project Report with the title “IPL television viewership-post
covid and pre covid” which he is submitting, is his genuine and original work to the best of
my knowledge.

Signature:
Name: Prof. Samreen Alam
Designation: Lecturer
Name of the College: The Bhawanipur
Education Society College

Place: Kolkata
Date:

pg. 2
 STUDENT'S DECLARATION

I hereby declare that the Project Work with the title “IPL television viewership-
post covid and pre covid” submitted by me for the partial fulfilment of the degree
of B.Com. Honours in Marketing under the University of Calcutta is my original
work and has not been submitted earlier to any other University/Institution for the
fulfilment of the requirement for any course of study I also declare that no chapter
of this manuscript in whole or in part has been incorporated in this report from any
earlier work done by others or by me. However, extracts of any literature which has
been used for this report has been duly acknowledged providing details of such
literature in the references.

Signature:
Name: Ramandeep Singh
Registration Number: 017-1111-2290-19S

Place: Kolkata
Date:

pg. 3
 ACKNOWLEDGEMENT

I sincerely thank to all the persons who played a vital role in the successful
completion of my project under titled “IPL television viewership -post covid and
pre covid”. I am grateful to the Prof. Samreen Alam of “THE BHAWANIPUR
EDUCATION SOCIETY COLLEGE” under whose guidance, I completed my
project. I can't thank her enough for the tremendous support and help. Without her
encouragement and guidance this project would not have materialized.
I am also indebted to my family and friends who tried their best to support by giving me
a lot of encouragement to keep up with this task.

pg. 4
 ABSTRACT

The aim of this case study is to analyse the manner in which in the shortest form of
cricket i.e., twenty20 cricket has been marketed in India by Board for Control of
Cricket in India. BCCI launched Indian Premier League, to promote Twenty20
professional cricket league in India. This case study tries to analyse the franchising
model of IPL to understand how companies can make money by promoting sports
like cricket in India.
The Board of Control for Cricket in India (BCCI), the apex governing body for
cricket in India launched the Indian Premier League (IPL) on 14th September 2007
on the lines of football’s English Premier League of England and the National
Basketball League (NBA) of the U.S.A.
IPL is a professional Twenty20 cricket league created and promoted by the BCCI
and backed by the International Cricket Council (ICC), an international governing
body of cricket. The BCCI was instrumental in setting up a governing council to
run the IPL as a virtual company. The IPL comprises of a governing council that
will have five-year term and will run, operate and manage the league independently
of the BCCI. The first governing council of IPL comprised of former BCCI
President
I. S. Bindra, Vice-Presidents Rajiv Shukla, Chirayu Amin and Lalit Modi, Arun
Jaitley, and former cricketers Mansur Ali Khan Pataudi, Sunil Gavaskar and Ravi

pg. 5
Shastri. For a start, domestic Twenty20 leagues would be conducted by the cricket
boards of Australia, South Africa and England.

TABLE OF CONTENTS:

S. NO. TITLE PAGE

NO.

1. CHAPTER 1:
INTRODUCTION
1.1 Background

1.2 Literature Review

1.3: Objectives of The Study

1.4 Research Methodology

1.5 Limitations
2.
CHAPTER 2 : CONCEPTUAL
FRAMEWORK

pg. 6
 2.1 IPL

2.2 IPL Organization and working

2.3 IPL’S Franchising Model

2.4 IPL The Grand Auction

2.5 IPL Teams :A SnapShot

2.6 After Covid -19

pg. 7
3. CHAPTER 3: DATA FINDING &
ANALYSIS

3.1: Data Analysis

3.2 Questionnaire

4. CHAPTER 4: CONCLUSION,
RECOMMENDATION & Bibliography
4.1: Conclusion

4.2: Recommendation

4.3: Bibliography
pg. 7

CHAPTER 1:

INTRODUCTION TO
IPL

pg. 9
 BACKGROUND
The Indian Cricket League (ICL) was founded in 2007, with funding provided by
Zee Entertainment Enterprises. The ICL was not recognised by the Board of Control
for Cricket in India (BCCI) or the International Cricket Council (ICC) and the BCCI
were not pleased with its committee members joining the ICL executive board. To
prevent players from joining the ICL, the BCCI increased the prize money in their
own domestic tournaments and also imposed lifetime bans on players joining the

ICL, which was considered a rebel league by the board.

LITERATURE REVIEW

Trail et. al., (2000), propose a theoretical model for interpreting sport
spectators‟ consumption behaviour. They identify six factors that influence
future sport spectator consumption behaviour: motives, level of
identification, expectancies, confirmation or disconfirmation of
expectancies, self-esteem responses, and the affective state of the
individual. In the model, it appears that level of identification plays a
crucial role in future spectator consumptions. Team identification
influences an individual’s cognitive, affective and behavioural responses to
the sports event, and the level of identification has an effect on the
individual’s expectancies for the event. Expectancies about the quality of
the event and its outcome can be either confirmed or disconfirmed.
Heere (2005), proposed three elements to explain why fans are considered as
members of an organization. First, fans are able to impact the quality of a
product. Researchers have stated that teams win more home games than

pg. 10
 away games; the support of local fans is recognized as a component of a
home advantage.
Mc Alexander, Schouten, & Koenig, 2002, According to the marketing
literature a company can use behavioural rituals, events, and routines to
strengthen individuals‟ identification through sharing experiences.
Gupta (2011), The IPL and the Indian Domination of Indian Cricket, Sport
in Society; Cultures, Commerce, Media, Politics addressed the success and
significance of IPL beyond cricket. The author has addressed the power
shift happening in international cricket because of IPL. Earlier the cricket
world was dominated by countries like England and Australia. But soon
after IPL becoming a mega event in 2008, India has started to dictate terms
in world cricket. This has been clearly evident with key members of India
occupying the positions in International Cricket Council (ICC) in the recent
years. Another significance of IPL is that, the Indian cities are getting
familiar around globe and it opens the gateway for other business too.
Rowe & Gilmour (2009), Global sport: Where Wembley Way meets
Bollywood Boulevard, Continuum: Journal of Media & Cultural Studies,
Routledge, Taylor and Francis Group clearly explain the changing
complexion of the game. The model of IPL is not happening on its own, but
a shared model of most popular English Premier Leagues (EPL). But
understanding the culture, complexion and other background of the nation,
IPL has broken all the barriers and emerged successfully now. With
effective marketing campaigns in planning TV media, globalization has
made the sport to reach globally.
Rasul & Proffitt, (2011), Bollywood and the Indian Premier League (IPL):
the political economy of Bollywood's new blockbuster, Asian Journal of
Communication, found the nexus between IPL and the Bollywood industry.
India is a very big market for cine industry. India is known to outside world
by some of the Bollywood biggies like Amitabh Bacchan, Shah Rukh Khan,
Salman Khan, Aksay Kumar, Salman Khan etc. The IPL as a brand got
bigger, once these movie stars claimed stake in franchises like Kolkata
Knight Riders, Rajasthan Royals, Kings XI Punjab. The author believes that
it has created a synergy and helped the league to expand rapidly at global
level.
Maguire (2006), in his paper explained the various kinds of appeal that
strengthened the brand World Wrestling Entertainment (WWE). The author

pg. 11
 cited that the portrayal of star wrestlers’ image of 'good and bad fellows'
engaged the audience to patronage the brand for many years. This proves to
be that for any branding techniques to be working effectively, the icon or
stalwarts’ presence is very significant to enhance the brand value of the
products and has a huge marketing implication in making a strategic
decision.

Priyadharshini (2015), cited the need for innovation to overcome the

challenges of corruption, player conduct, match fixing and other outside
influences affecting the league. The other challenge highlighted in the
article is with the question of IPL nourishing other games in the country.
Witnessing the success model of IPL, games like Kabaddi, Badminton,
Boxing, and
Hockey has started similar leagues over the years. But the possible
challenge is that it may split the viewership and fan base among different
sports. The interesting fact explained in the article is the timeline of
corruption timeline and spot fixing timeline which means that IPL body is
not taking enough preventive measures to combat the above issues.

OBJECTIVES OF THE STUDY

The main objective of the paper is

To critically analyse the marketing implications to overcome challenges and
controversies looming the IPL league.
To understand the significance and role of IPL beyond cricketing
spectrum
To identify and discuss the IPL's competitive challenges posed by clutter of
cricket leagues.

RESEARCH METHODOLOGY

pg. 12
 Introduction:
It was observed that more qualitative research focusing cricket was needed to gain
a better understanding of the subject, for example current awareness levels in
countries and consumer perception towards cricket. This paper studies the level of
awareness and understanding of people. This chapter thus designs a research
methodology around gathering and interpreting this data. This chapter is
constructed as follows: Research strategy, data collection, data analysis framework
and limitations.

Research strategy
The methodology if this research consists of gathering and interpreting primary
data to build upon the existing literature and then also discussing the results of the

analysis. This is largely is qualitative approach study.

Data collection
Since this study is based on cryptocurrencies, which work entirely on the internet,
most data in this paper regarding their figures and status is collected from
creditworthy cryptocurrencies tracking websites such as Coin Lore, Coinbase, Coin
Desk, etc.

Data analysis framework

The data gathered in this study through the questionnaire is interpreted through
descriptive statistics.

LIMITATIONS

This is a study based on a web-based form of IPL , the internet was the essential
means of data collection. The internet is a great source for information without a
doubt and provides easier access to information, access to a larger audience for
data collection, low costs of information and saves time. Although there are
challenges related to data privacy and custody.
pg. 13
pg. 14
 CHAPTER 2
CONCEPTUAL
FRAMEWORK

pg. 13
IPL

On 13 September 2007, on the back of India's victory at the 2007 T20 World Cup,
BCCI announced a franchise-based Twenty20 cricket competition called Indian
Premier League. The first season was slated to start in April 2008, in a "high-
profile ceremony" in New Delhi. BCCI vice-president Lalit Modi, who
spearheaded the IPL effort, spelled out the details of the tournament including its
format, the prize money, franchise revenue system and squad composition rules. It
was also revealed that the IPL would be run by a seven-man governing council
composed of former India players and BCCI officials and that the top two teams of
the IPL would qualify for that year's Champions League Twenty20. Modi also
clarified that they had been working on the idea for two years and that the IPL was
not started as a "knee-jerk reaction" to the ICL The league's format was similar to
that of the Premier League of England and the NBA in the United States.

In order to decide the owners for the new league, an auction was held on 24
January 2008 with the total base prices of the franchises costing around $400
million. At the end of the auction, the winning bidders were announced, as well as
the cities the teams would be based in: Bangalore, Chennai, Delhi, Hyderabad,
Jaipur, Kolkata, Mohali, and Mumbai. In the end, the franchises were all sold for a
total of $723.59 million. The Indian Cricket League soon folded in 2008.

IPL Organization & working

The IPL works on a franchise-system based on the American style of hiring players and
transfers. Under the model, a sponsor wanting to have its team pays a stipulated fee to the
BCCI to get ownership. The franchisee also shares revenues with the cricket board. To start
with, IPL franchised eight teams with two more to be added over the next six years, for a
maximum of 10 teams only. The franchises will own the team for perpetuity for a period of
ten years. The franchisee, can, at a later stage list the team on the stock exchange and trade.
In the IPL franchises system, player buy-outs are an added feature.

Indian Premier League also introduced the concept of Icon player. An icon player
is a player who can only play for his home city in the competition. These icon
players don’t have to go through bidding. These icon players have an advantage
that they are guaranteed to get paid at least 15% more than the next top earner in
their team.

pg. 16
IPLs Franchising Model

The main revenue streams for the franchisees are from the sale of broadcast rights,
sponsorship, gate receipts in matches at their home grounds and team sponsorship. All of
these, except for the team sponsorship, have to be shared with IPL in pre-determined ratios
over the next 10 years.

Sources of Revenue

Broadcast rights: The broadcast rights were sold by IPL to World Sports Group
(WSG) and Sony for $1.026 billion for 10 years in a contract that is linked to the
success of the League and to television rating points (TRPs). In the first two years, 80
per cent of the money earned from the broadcast rights will be shared by the
franchisees equally with the rest going to IPL. The latter’s share will increase
gradually and by the fifth year, IPL will get to share 40 per cent of the broadcast
revenue.
Sponsorship: The title sponsorship fee of over $50 mm paid by DLF, a leading real
estate company in India, will be shared with the franchises. IPL will retain 40 per cent
of this and the balance 60 per cent will be shared between the franchisees equally.
While these revenues accrue from the central pool to the franchisees, they will
generate team sponsorship at individual levels as well.
Ticket sales: The final revenue source is ticket sales at home stadiums. Each franchise
will get seven matches at home and the revenues from ticket sales will be shared with
IPL, which will get 20 per cent, with the rest going to the franchisee.
Other sources: There are also other smaller revenue sources such as from in-stadia
advertising a part of which will go to the franchisee.

Expenses

Franchisee fee: The two big expenses incurred by Franchise are player costs and the
franchise fee paid to IPL. The franchise fee will be payable in equal sums over a 10-

pg. 17
 year period. For instance, if a franchise is to pay $100 million to IPL, he will pay $10
million every year to IPL.
Player acquisition cost: The player costs was determined in the auction. The
franchisee has to pay players who are available even if they are on the bench. Players
have a three-year contract with the franchise that bought them but they can be traded
at the end of the first year between the franchisees.
Stadium Hire Charges: The franchisees also have to pay for the use of the stadiums
for which they have to enter into contracts with the local association. For instance, the
Kolkata franchisee, will have to pay the Cricket Association of Bengal for the use of
Eden Gardens.
Other Expenses: There are also other marketing costs such as events for promotion of
the team, star ambassadors, and so on, which the franchisees have to bear.

IPL The Grand Auction

In IPL’s franchise model, teams will be owned by corporate houses or individuals and
named after a city. BCCI has identified 12 cities: New Delhi, Mumbai, Kolkata,
Chennai, Bangalore, Hyderabad, Gwalior, Kanpur, Mohali, Jaipur, Ahmedabad and Cuttack.
The eight cities attracting the highest bids will be selected.

About 90 firms, including leading private companies in India like Bharti, Reliance,
ADAG, Kingfisher and Future Group, bought the team franchise bid documents.
Few private equity firms, and celebrities such as Russel Crowe and Shah Rukh
Khan also participated in the bid process. BCCI kept a reserve price of $50 million
for an individual or corporate houses to own an IPL team

The auction for the franchise took place on January 24, 2008 with the total base
price of $400 million but the auction went on to fetch $723.59 million. The
Mumbai franchise is owned by Mukesh Ambani's Reliance Industries Limited
(RIL) , Vijay
Mallya's United Breweries has the Bangalore franchise. Media house Deccan

Chronicle won the Hyderabad chapter of the IPL, while India Cements owns
Chennai franchise. Bollywood’s’ two leading stars bagged the ownership of their

pg. 18
respective teams - Shah Rukh Khan and Juhi Chawla's Red Chillies Entertainment
bought the Kolkata franchise, while Preity Zinta and Ness Wadia bought the
Mohali team .

GMR , the infrastructure development group bagged the ownership of the Delhi
team and the Emerging Media, consisting of its CEO Fraser Castellino, Manoj
Badale and Lachlan Murdoch and other investors won the rights for the Jaipur
franchise.

IPL Teams: A Snapshot

1) Bangalore Royal Challengers :

The Bangalore team was bought by Vijay Mallya's UB Group for

$111.6 million. 'Icon player' Rahul Dravid is the captain of
Bangalore Royal Challengers. Team India's bowling
coach,
Venkatesh Prasad is the coach of the team.

2) Kings XI Punjab

The Mohali team was bought by Bollywood diva Preity Zinta, Ness Wadia,
along with renowned industrialists Karan Paul and Mohit
Burman for $76 million. 'Icon player' Yuvraj Singh is the captain of
Kings XI Punjab. Australia's Tom Moddy is the coach of the team.

3) Chennai Super Kings

pg. 19
 The Chennai team was bought by India Cements for $91 million. Team
India ODI and T20 skipper Mahendra Singh Dhoni is the captain of
Chennai Super Kings. Former South Africa cricket team captain
Kepler Wessels is the coach of the team.

4) Kolkata Knight Riders

The Kolkata team is owned by Bollywood actor Shah Rukh Khan, actress Juhi
Chawla and her husband Jay Mehta for $75.09 million. 'Icon player' Sourav
Ganguly is the captain of Kolkata Knight Riders.
Australia's John Buchanan is the coach of the team.

5) Deccan Chargers :

The Hyderabad team was bought by Deccan Chronicle, a media house, for
$107 million. Team India's Test player VVS Laxman is the captain
of Deccan Chargers. India's fielding coach,
Robin Singh is the coach of

the team.

6) Mumbai Indians :

The Mumbai team is owned by Mukesh Ambani's Reliance

Industries Limited for $111.9 million. 'Icon player' Sachin
Tendulkar is the captain of Mumbai Indians. Former Team India
manager, Lalchand Rajput is the coach of the team.

pg. 20
7) Delhi Daredevils

The Delhi team is owned by GMR Holdings for $84

million. 'Icon player' Virender Sehwag is the captain

of
Delhi Daredevils. Australia's Greg Shipperd is the coach
of the team.

8) Rajasthan Royals

The Jaipur team was bought by UK-based company Emerging

Media for $67 million. Former Australian spin bowler Shane
Warne is both the captain and coach of Rajasthan Royals.

By virtue of being the highest bidder, owners of the Mumbai franchise (Mumbai
Indians) got the right to organize the semi-finals and the final of the inaugural
edition in Mumbai.

Each team of IPL would have a minimum of 16 players of whom eight can be international,
four players from the region and four under-21 players will also have to be included in the
team. The catchment areas for each team are- Mumbai (Mumbai, Maharashtra and Vidarbha),
Bangalore (Karnataka, Goa and Services), Chennai (Tamil Nadu, Kerala and Railways),
Kolkata (Bengal, Jharkhand, Assam, Tripura and associate member Sikkim), Hyderabad
(Hyderabad, Andhra and Orissa), Delhi (Delhi, Uttar Pradesh and Madhya Pradesh), Mohali
(Haryana, Punjab, Himachal and Jammu & Kashmir) and Jaipur (Rajasthan, Gujarat, Baroda
and Saurashtra).

pg. 21
After selecting the captain and the coach, the Franchise participated in the auction to
select the players for their teams. On Wednesday, 20th February 2008, in Mumbai's
Oberoi Hilton's auction room, 77 cricketers went for bidding in the player auction
of Indian Premier League with cap of $5 million on buying of players by each of
the eight Indian Premier League (IPL) franchise. Bollywood superstar Shah Rukh
Khan and Vijay Mallya were among the franchise owners, of the eight IPL teams,
to bid from the world's best cricketers who were put on the show.

Each team had a strategy drawn up after a series of meetings and with the inputs of
former and present cricketers. Rahul Dravid and Saurav Ganguly were in effect
also the main cricket representatives around for the bid. Each of the teams went in
for a wicketkeeper (except Chennai which bought two and Mumbai which bought
none), a share of the all-rounder, three to four fast bowlers and some spinners.

The Indian ODI and T20 captain MS Dhoni was scooped up by the Chennai Super Kings
for an unbelievable US $1.5 million. In stark contrast, Australian captain
Ricky Ponting was taken by Kolkata, for US$ 0.4 million. Australia's Andrew
Symonds was bought by Hyderabad for Rs $1.35 million well over Harbhajan's
$0.85 million. The price offered for each player is provided in Table 2 while the
composition of eight IPL team.

AFTER COVID 19

After months of prolonged lull due to the truth of the COVID-19 pandemic, sports
activities sports channels fashion has been given some cheer with IPL fits with
inside the UAE as each IPL viewership and advertisers grew, the Broadcast
Audience Research Council (BARC) said on Thursday thus adding 269 million site
visitors watched IPL 2020's starting week and there was a growth in IPL
viewership as closer to the 2019 model of the cricket fixtures to 60.6 billion
viewing minutes. The TV company's standard weekly viewing minutes had been

pg. 22
given right here on September 25 for 1,037 billion minutes. over the 1,266 billion
minutes in the pre-COVID-19

period but lower than the quarantine pinnacle of 1,266 billion IPL viewership. It
also can moreover additionally be stated that social distancing issues had
precipitated no sporting fixtures being held at some degree withinside the
lockdown, forcing broadcasters to air. The company has become eagerly looking
beforehand to the IPL for the equal.

The first IPL wholesome the various Mumbai Indians team and Chennai Super
Kings on September 19 have become into watched by 158 million site visitors and
garnered a growth in viewing minutes at 11.2 billion minutes and the equal have
become sustained withinside the second wholesome as well, BARC said. The
business enterprise said a third of the TV site visitors watched IPL live an 44% of
the TV households watched the fits.

Growth in woman site IPL viewership has become into higher the guys by 30%.
Advertising volumes extended 15 % at some degree withinside the number one week of the
cutting-edge years. It said massive income have been seen in purpose marketplace base for
Disney Hot star, the app broadcasting the IPL viewership fits, and moreover delusion sports
activities.

pg. 23
pg. 24
 CHAPTER 3:
DATA ANALYSIS
AND
QUESTIONNAIRES

DATA ANALYSIS

pg. 25
 20% OF IPL MATCHES ARE THRILLERS

pg. 26
 TOP 10 BATSMAN OF IPL

pg. 27
 IPL VIEWERSHIP VIA HOTSTAR BEFORE COVID 19

pg. 28
 IPL BRAND VALUE

pg. 29
pg. 30
 QUESTIONNAIRE

AGE
pg. 27
 CHAPTER 4:
CONCLUSION,
RECOMMENDATIO
N
AND
BIBLIOGRAPHY

pg. 28
:

CONCLUSION

The Indian Premier League probe panel report submitted by Justice Mukul Mudgal
found BCCI chief N Srinivasan's son-in-law Guru Nath Meiyappan guilty of
indulging in betting during the sixth edition of the tournament and also claimed that
Meiyappan was part of the Chennai-based franchise as the team principal.

The panel suggested the following recommendations for the Board of Control for
Cricket in India to carry out, in order to keep the sport away from such illegal
activities.
Measures which can be considered in this regard include:
(i) The introduction of an accreditation system; only BCCI/IPL/ Team
Management accredited persons should be permitted access to players,
in circumstances approved by the team management.
(ii) Prohibition on access to player's hotel rooms except for immediate
family members.
(iii) Strict control of telephonic access; only cellular telephones issued to
players by the BCCI should be allowed and details of calls made and
received should be available so as to allow monitoring by the BCCI.
Possession of an unauthorised cell phone should be a punishable offence
which automatically will entail deterrent punishment.
(iv) Contact by players with media representatives, representatives of
sponsors and the public generally should be through the team
management specifically.

pg. 30
:

RECOMMENDATION

The BCCI must adopt a "Zero Tolerance Policy" in matters of corruption in the
game. It must adopt a far more pro-active role. Pending enactment of such law by
the Parliament it is necessary that the Anti-Corruption Unit of the BCCI be
substantially strengthened with immediate effect
As have been noted, the betting and fixing racket in sports functions most
efficiently as one well-oiled machine throughout the country. The law
enforcement authorities on the other hand reveal lack of co ordination and
trust amongst themselves and more often than not function at cross
purposes.
This has resulted in increasing the vulnerability of the country's economy and
remains a matter of concern for national security. It is necessary that the
Hon'ble Supreme Court may create a Special Investigation Team or a Joint
Investigation Team so as to include officers from all specialised agencies
such as enforcement directorate, Directorate of revenue intelligence, income
tax authorities etc.
It is evident that access to players, more so during the IPL, is far too free and
easy leading to significant number of approaches being made to fix players
or lure them to join the illegal betting syndicate. Supervision of players and
an increased measure of control over their activities, though may be a
sensitive issue, is necessary.
The BCCI ACU and the ICC ACSU have made various recommendations
pertaining to hotel accommodation of players, visitors access to their hotel
rooms, temporary leave of players from hotels and attachment of security
and anti-corruption officers with all IPL teams constantly. The proposals
merit serious consideration by the BCCI subject to the caveat that while
ensuring that the players are protected from contact of undesirable

pg. 31
:

elements, the restrictions themselves should not be such which may

ultimately affect the morale of the team.
It is necessary to remind ourselves that the players are ambassadors of their
country and the sport. The restrictions therefore ought not to isolate them or
expect them to lead a monastic existence.

BIBLIOGRAPHY

Information and data collected from:

www.ipl.wikipedia
https://sports.ndtv.com/cricket/indian-premier-league-conclusions-and-
recommendations-of-justice-mudgals-probe-report-1523552
https://www.theguardian.com/sport/2021/may/25/ipl-conclusion-to-be-
crunched-after-ecb-holds-firm-on-dates-for-india-tests
https://www.iplt20.com/
http://en.wikipedia.org/wiki/Indian_Premier_League

pg. 32
:

pg. 33