(For Restricted Circulation Only) Vol. 13, No. 1-3 Editor-in-Chief & Editor : V. Rajeev Karan Reddy Jan - March, 2016 IPL Franchises and Corporate Collapse Investments by honchos from the Indian corporate world in advertising sponsors, from broadcasting rights, etc.. At the same Indian Premier League (IPL), a Twenty20 cricket league, have time, it helped players to earn huge amounts in the bidding been a norm since its inception in 2008. The performance of their process. Hence, players are trying their best to improve their investments in most of the franchises have not added value, they talent in the IPL game since cash is connected to their rather resulted in negative payoffs. The big corporate leaders lost performance. The IPL was successful in the first three years like a their wealth and also lost their goodwill in the market. Stalwart hat-trick, but slowly franchises were facing the heat of the companies like Deccan Chronicle, Sahara India, and UB group of financiers and started dwindling. It started from the year 2011 Dr.Vijay Mallya, GMR Infrastructures, lost wealth and are facing with a Franchise of Kochi Cricket Private Limited i.e. Cochin severe debt crisis due to the investments in IPL Franchises. Tuskers, in 2012 the franchise Deccan Chronicle Corporation i.e. Indian Cricket League (ICL) by Zee Television Network had Deccan Chargers, in 2014 the franchise owned by Sahara India developed the Twenty20 game in the year 2007. Since it was not Pariwar i.e. Sahara Pune Warriors. In 2016, Chennai Super Kings recognized by The Board of Control for Cricket in India (BCCI) and Rajasthan Royals were banned by BCCI for a period of two and The International Cricket Council (ICC), the game failed to years due to the match-fixing scandal. attract star players from the country and outside it. This apart, the The same Indian corporate leaders were successful in their BCCI threatened the players who expressed their interest in ICL traditional businesses since several decades. They put a lot of with lifelong ban from national and international cricket. This effort in making their business successful and also established was the major reason for ICL not becoming popular and finally it their name in the market. In fact, they ruled the market for a long stopped conducting the tournament. On the other hand, the same time. The reason behind their success was their complete idea of ICL imitated by Mr. Lalit Modi (Businessman and Cricket understanding of the market, competition, new products, pricing Executive), with full support extended by BCCI members, gave a strategies, most importantly managing their financials prudently. birth to Twenty20 Indian Premiere League (IPL) in the year 2008. These very business tycoons ventured into the IPL game where IPL is very similar to the business model of National Basket Ball they did not have competency. They are now struggling hard to Association (NBA) of USA. get rid of debts. Corporate collapses can be due to the investments Since BCCI wanted to popularize IPL and also to improve cash in IPL franchises at higher valuations and pressure from flows by conducting this tournament every year during the competitors in the bidding process. Even while bidding for star months of April and May, it invited several corporates and High players they ended up investing at a higher valuation on Net worth Individuals (HNI) from Bollywood to buy IPL intangibles i.e. players’ skillset. It was the golden time period for franchises through bidding. A remarkable shift took place in the BCCI from 2008 to 2011. It was successful in selling franchises at Indian corporate investment scenario. Up to the year 2008, higher valuations, approximately $723.59 million in 2008. It was neither corporates nor HNIs from Bollywood invested directly in also the period of global meltdown, Satyam collapse, world-wide any tournament. Of course, since decades corporates were recessionary market conditions; under such critical conditions playing a role in the tournament as sponsors. So the year 2008 Indian corporate leaders were investing in IPL at a very high price. was fruitful to BCCI, where it ensured Indian corporates and Corporate leaders could have used the IPL investments Bollywood HNIs to invest in the game i.e. Invest in the team, alternatively to take advantage of recessionary environment for coach, etc. acquiring competitors at a very low price, leading to expansion The big corporate leaders figured out different ways to venture which could have resulted in higher returns or they could have into the game by setting up subsidiaries, and other legal ways. invested the same money in e-commerce, like flipkart which Here the question arises on the financing part of this investment; ventured in the year 2007, and other emerging businesses. This whether the investment is made by the parent company or by the would have resulted in an increase in GDP and employment. subsidiary company, finally it is the investor’s money on the whole. Instead, they went on investing continuously for three years at a Did Indian corporates apply the fundamental principles of higher valuation. Finally, investment decisions are based on investments before buying these franchises? A few fundamental necessary fundamentals. Moreover, investment also requires principles of investments can be mentioned : projecting future financials as it carries some element of cost. This apart, it also cash flows, assessing the cost of capital, evaluating investments requires competencies in understanding the business model, by using different methods, the most popular one being Net measuring risks, measuring cash flows which will help in Present Value (NPV). For the last 8 years, IPL had become a creating value to the stakeholders. treasure-house for BCCI and also to the cricket players. BCCI was getting huge franchise fees: from the lead sponsor and other M.Chandra Shekar, Assistant Professor, IPE IPE Newsletter : 1 - 3 Jan - March, 2016 4 A Two-day 7th International Conference on 4 A Two-day Conference on “Corporate Social “Corporate Governance : Challenges and Trends” Responsibility” was organized by Dr.Punam Singh & was organized by Prof.R.K.Mishra & Ms.J.Kiranmai Dr.Shulagna Sarkar on 4th & 5th March, 2016 at IPE, th th on 6 & 7 January, 2016 at IPE, Hyderabad. Hyderabad. Prof.R.K.Mishra, Director, IPE and the delegates during the invocation before the starting of the Two-day Conference on Prof.R.K.Mishra, Director, IPE delivering the inaugural th “Corporate Social Responsibility” address at the 7 International Conference on “Corporate Governance : Challenges and Trends” 4 A Three-day “Board Development Programme” was 4 A One-day Seminar on “HR expectations from the Gen organized by Sri K.R.S.Sastry, Senior Faculty Next” was jointly organised by IPE - National Institute of Member, IPE on 10th, 11th and 12th of March, 2016 at Personnel Management (NIPM), Hyderabad Chapter on 5th February, 2016. The Co-ordinator for this programme Hotel Marigold and Hotel Sitara, Hyderabad. was Dr.Shunagna Sarkar, Asst. Professor, IPE. 4 A Two-day work shop on “Reservation Policy for orkshops Distinguished Guests for the programme were SCs, STs & OBCs in CPSEs, SLPEs and Banks” was Dr.Jibitesh Rath, Chairman, NIPM and GM, NMDC, Mr.Ramachandra Madella, Head - HR, Food organized by Prof.R.K.Mishra, Director IPE and th th s/W Mingo.com. Ms.J.Kiranmai, Faculty Member, IPE on 17 and 18 4 A Two-day 7th Conclave of Vigilance Officers was March, 2016 at IPE, Hyderabad. organized by Sri.K.R.S.Sastry, Senior Faculty Member, at Auditorium, IPE, Hyderabad on 18th & Call for Participants 19th Februrary, 2016. A one-day Seminar on “MoU : DPE Parameters of Performance Evaluation and Monitoring” is to be held on August 12th, 2016. The objectives of the Seminar are to discuss the evolution of MoU, to capture the essence of MoU system as ences/Seminar practised in public sector at central and state levels, to provide er an assessment of the working of MoU system at the Centre and at the State, to critically examine the guidelines for formulation Conf of MoU issued by Government of India for the year 2015-16, Prof.R.K.Mishra, Director, IPE, Sri K.R.S.Sastry, Senior RFMS-MoU and international experience of MoU. For further Faculty Member, IPE and other dignitaries during the Souvenir Release of the 7th Conclave of Vigilance Officers. information kindly contact [email protected] The Institute of Public Enterprise is conducting a two-day Board Orientation Programme on 6-7, October 2016 at IPE, Hyderabad. This Programme is designed and structured to help the board members and prospective board level nominees of Indian Companies to equip themselves to face today’s challenges. The proposed programme gains significance in the light of the initiatives of the Companies Act 2013 inclusion of Prof.R.K.Mishra, Director and Sri K.R.S.Sastry, Senior Faculty at least one woman director on the Board and also bringing Member, IPE are seen among the participants who attended about diversity in the Board structure and Board evaluation. the 7th Conclave of Vigilance Officers. For further information kindly contact [email protected] 2 IPE Newsletter : 1 - 3 Jan - March, 2016 4 A Two-day Dealer Training Programme titled “Project 4 A Two-day Dealer Training Programme titled “Project Disha Disha – Dealer Training Programme for the Dealers – Dealer Training Programme for the Dealers of M/s of M/s IOCL” was organized by Mr.S.Satish Kumar, IOCL” was organized by Mr.S.Satish Kumar, Senior Faculty Senior Faculty Member, IPE, Dr.M.M.Karuna, Member, IPE, Dr.M.M.Karuna, Asst.Professor, IPE & Asst.Professor, IPE, & Dr.A.Sridhar Raj, Asst.Professor, Dr.A.Sridhar Raj, Asst.Professor, IPE on 18th and 19th IPE on 6th and 7th January, 2016 at IPE Osmania February, 2016 at IPE, Hyderabad.