The business of Indian Premier League (IPL) 2025 is set to soar to new heights, as the tournament continues to attract unprecedented sponsorships and attention from brands. As franchises formed their dream teams through high-profile bids, the auction has emerged as a crucial focus point, not just for talent acquisition, but also for increasing brand awareness and fan engagement.
As brands flock to capitalise on the IPL’s massive reach for high-impact visibility, the sports business landscape has been abuzz with activity and competition, driving new partnerships, sponsorships, and innovative marketing strategies.
The increasing integration of digital platforms and personalized fan experiences is encouraging brands to think beyond traditional advertising, focusing on deeper fan engagement and emotional connections. As the competition intensifies, the battle for IPL sponsorships is not only about visibility but also about building long-term relationships with an increasingly loyal and diverse audience.
Post the IPL 2025 Auction, SportsMint Media interviewed Mr. Chintan Jhaveri, CCO of ITW Catalyst 2.0. He discussed developing IPL trends and the influence of ITW Catalyst 2.0’s efforts to engage businesses with IPL teams and more.
1. Given your extensive experience, how do you envision leveraging your expertise to drive ITW Catalyst 2.0’s growth and strengthen its position as a market leader?
We really represent the brand in terms of what objectives they want to achieve. Currently, on the brand side, there are in-house digital experts, and there are in-house influencer marketing experts. There are in-house offline media experts, but I don’t think the brands have evolved to a position where there are in-house sports and live events partnership experts. I think that’s the gap that we are trying to plug in and that’s where our experience and know-how come into play.
2. What are the emerging trends in brand-franchise collaborations that ITW Catalyst 2.0 is seeing ahead of IPL 2025?
If you look at IPL team jersey sponsorship, more than 80% of the team sponsorship inventory has already been closed, meaning that brands are locking in their deals for the long term. Many of the brands we represent have already secured multi-year deals, and in cases where the deals aren’t multi-year, renewal conversations have already begun.
Brands are now planning their IPL campaigns well in advance—much like how they would plan a Diwali campaign. IPL campaigns are now being planned with the same level of foresight. Long-term partnerships have become key, and this is a major trend we’re seeing.
Another interesting trend is that brands are looking at IPL beyond just media or broadcast inventory. It is no longer just about logo visibility on the jersey. We’ve evolved from that. It’s no longer about just buying IPL inventory, but about what more you can unlock as part of the entitlement. The focus is now on value creation—be it through jersey partnerships or official partnerships, how well a brand can integrate into the narrative of IPL is the answer. Brands are looking for authentic ways to connect with the fans and consumers, making their presence felt within the IPL ecosystem.
Brands are no longer simply looking for logo placement. They want a 360-degree media marketing platform across all the digital and social media assets that the teams have. Whether it’s match-day or non-match-day experiences, or even grassroots initiatives the team is involved in, brands today want to be visible across all these touchpoints. This is the emerging trend in IPL brand sponsorships.
3. What has been the impact of ITW Catalyst 2.0’s efforts in connecting brands with IPL franchises, and how do you foresee this shaping the league’s commercial ecosystem in 2025?
Our philosophy going forward, and indeed over the years, has been centred around unlocking value. When I say unlocking value, I mean creating value not only for the brand we represent but also for the franchise with which we are partnering. A franchise may look at a brand from various perspectives, and while the brand may have specific objectives, the franchise may not necessarily share the same goals for the partnership. This is where we come in—we manage expectations and ensure that the value of the partnership is maximized for both the brand and the franchise.
For example, one of our brands in the solar category had a clear objective: they were a new entrant in the market and wanted to elevate their brand perception and build trust with consumers. We facilitated a partnership with one of the top teams in the IPL, but we didn’t stop there. We went beyond the typical sponsorship expectations. In conjunction with the franchise, players added authenticity to the brand cause to support energy conservation and going green. This wasn’t just about logo placement or a one-off transaction. The brand was building a larger narrative around its values, and once the team and its stakeholders realized this, they fully supported the cause. They went the extra mile to ensure the brand received more than what was originally expected from the partnership.
4. With the revamp to ITW Catalyst 2.0, how will the firm ensure that the partnerships it facilitates align with the values and goals of both brands and IPL franchises?
This approach comes from a deep understanding of both the fan and the consumer—the fans that the franchise has, and the consumers that the brand wants to win over. We don’t view IPL partnerships simply as a media exposure tool or as something that will drive short-term media value. Instead, we focus on how the brand can add value to the team’s narrative for their fans, and how the team can help the brand achieve its media, brand, or even business objectives.
For instance, let me give you an example of what we did with RCB. Last season, we had HDFC PayZapp as a partner with RCB, and the value that both RCB and HDFC saw in each other was something we were able to unlock. This is where our role, managing the expectations of both the brand and the team, came into play. RCB tickets are highly sought after, and they’re available at a premium. We worked with RCB to create an exclusive purchase window for HDFC PayZapp consumers to buy RCB tickets. This provided tangible business value for HDFC by helping them meet their objectives. Additionally, we secured Virat Kohli as part of the campaign for HDFC PayZapp. This collaboration helped HDFC score on both its brand and media objectives, and it invested significantly in a media campaign around it.
This deal exemplifies our approach. We don’t just focus on media objectives—we work to help the brand achieve its broader business and branding goals as well, ensuring that every partnership delivers value on multiple fronts.
5. With IPL 2025 on the horizon, how is ITW Catalyst 2.0 adapting its approach to brand and franchise partnerships in light of changing market dynamics?
Different brands approach IPL team sponsorships or any kind of association with the league for various reasons. Some brands aim to elevate their brand perception, others focus on driving mass awareness, and then there are brands like in the that are simply trying to stay relevant, due to category dynamics, ensuring that their competitors don’t secure their spot. Each brand has its own specific purpose for being involved with IPL.
Our philosophy is to deeply understand and identify the real reason behind a brand’s decision to explore an IPL sponsorship. Once we understand the true objective—whether it’s elevating perception, increasing awareness, or engaging with a specific audience—everything else flows from there. These objectives can sometimes be quite nuanced, such as stakeholder engagement, trade or consumer gratification, or building deeper consumer engagement.
While we do consider traditional media metrics, such as broadcast exposure, TVRs, and impressions, for us, it all boils down to what the brand is ultimately trying to achieve. IPL is the platform that can answer most of the brand’s needs—whether it’s solving for awareness, consideration, stakeholder engagement, or category pressures. Understanding the brand’s objective is the key to unlocking the value of the partnership.
For example, when we enter into renewal conversations, that’s the true test of how well we’ve executed as a consulting unit. Most of our deals are multi-year agreements, and many of them are already up for renewal. We are in advanced stages of closing these renewals for the next phase.
Often, when a brand approaches us for an IPL franchise partnership, they come with a basic understanding of what it entails. As a consulting firm, it’s crucial for us to expand their view of what’s possible and then help them achieve it. This means taking the partnership beyond a mere association and turning it into a deeper integration that exceeds the original brief. We count this as one of our wins and a key measure of success.
6. How do you balance national and global brand interests when working with Indian cricket properties, especially in terms of fan engagement?
As consultants to an IPL team, we aim to strike a balance between attracting both national and international brands. Our approach is informed by a strategic perspective that applies equally to both categories, whether it’s an Indian brand or a global brand.
When a brand is looking to associate with a property like the Indian Premier League, their target audience is already defined, whether it’s a domestic or international brand. At the end of the day, the objectives are similar: both types of brands want to tap into the IPL’s ideal audience.
One reason we’re seeing an influx of Middle Eastern brands entering the sports arena is because they want to strengthen their perception in the Indian market, as well as tap into the Indian consumer, which is viewed as highly important for global growth.
Our approach, regardless of whether the brand is Indian or international, is to first understand the target audience they want to connect with. Once that is clear, we assess the best type of sponsorship for their needs. This could mean central sponsorship, team sponsorship, or even a partnership with a single player. The key is to create a bespoke solution that aligns with the brand’s unique goals and the audience they wish to engage with.
Ultimately, it’s about the consumer the brand is trying to influence. For example, if a Middle Eastern brand wants to reach and influence Indian consumers, IPL naturally becomes the right platform for that. It all comes down to the consumer the brand is targeting, and the partnership is crafted in context to that. Whether the brand is domestic or international doesn’t matter as much as the goal of engaging the Indian audience, particularly in the context of cricket.
7. How does ITW Catalyst 2.0 help brands create partnerships that resonate with audiences and deliver measurable impact?
At Catalyst 2.0, what we are striving to achieve, and what we really focus on as our core philosophy, is placing the brand at the center of consumer passion points. When I say “consumer passion points,” I’m not just talking about sports—it can be any area where consumers are deeply engaged. This could include live events, movie awards, gaming properties, niche music properties, or even specific sports like football. Our goal is to integrate the brand at the heart of these passion points, creating a connection that feels authentic to the audience.
A great example of this philosophy in action is a recent partnership we did with the investment app Lemonn. We collaborated with the artist Diljit Dosanjh’s Tour and came up with an innovative integration idea. The concept was to leverage the viral power of pop culture. We placed the “Lemonn Man” (the brand mascot) on stage next to the Jeep during the artist’s performance of his hit song “Lemonade.” The moment the Lemonn Man appeared, it went viral. The partnership generated massive buzz, and we saw this idea resonate across all the channels the tour was featured on.
This is exactly the kind of out-of-the-box thinking we aim to unlock—creating compelling, memorable narratives through partnerships that not only engage consumers but also generate measurable impact. We’re focused on crafting these types of stories for all of our partnerships.
8. As a marketer, how do you approach targeting a specific audience or conducting market segmentation?
It all boils down to two key factors: the business or marketing objective you’re aiming to achieve and the consumer you want to target. Once you define these, all your strategies and decisions fall into place.
Take the example of HDFC PayZapp and RCB. In this case, we knew we were targeting a younger audience and wanted to drive business from that demographic. So, we partnered with RCB and created an exclusive ticketing window for the brand—this became the solution to reach that audience effectively.
Another example is from a few years ago with Mahindra. They didn’t need brand awareness, so that wasn’t the objective. Instead, their goal was to promote test drives. To achieve this, we created bespoke content featuring the team and players as pseudo influencers, using them to encourage consumers to book test drives. We partnered with teams like Mumbai Indians, Delhi Capitals, RCB, and Rajasthan Royals based on the markets where Mahindra wanted to increase engagement and drive sales.
In both cases, the strategy was based on clearly understanding the consumer and the business goal, ensuring that the partnership and content were tailored to deliver measurable results.
9. About multiyear partnerships, are there any discounts or additional benefits offered by the team, aside from the longer commitment?
There’s no one-size-fits-all approach—it really depends on the category. For example, if the brand is a fantasy based platform, it becomes a highly competitive as brands are competing for central sponsorships or partnerships with multiple teams. Here the dynamics will differ based on market conditions—whether it’s a seller’s or buyer’s market not necessary about the length or duration of the association.
On the other hand, if you’re a software brand offering a solution that benefits the team, the situation changes. In this case, it’s not just a business transaction; you’re providing value to the team as well. This can lead to a more collaborative partnership, with the team integrating your brand more deeply into their operations and stakeholder network.
So, there’s no single answer—each partnership is unique based on the brand, market dynamics, and the value being offered.
10. What factors determine the pricing of assets, whether it’s a team’s on-ground assets or a broadcaster’s on-air assets?
The pricing of assets is influenced by several factors, including social media reach, stadium attendance, and team performance. It’s a combination of on-field performance, broadcast performance, and social media engagement. Over time, you’ll see patterns emerge, particularly in leagues like the IPL, where there’s a clear distinction between the top four teams—similar to the Premier League—and the rest of the field.
In terms of television viewership, the numbers tend to be somewhat immune to a team’s on-field performance. For example, some teams may not perform well during a season, yet their viewership remains strong, while other teams might perform exceptionally well but see little change in their broadcast viewership. The key takeaway is that while team performance plays a role, broadcast and social media engagement often have a more direct impact on asset pricing.
11. What do you think the Star-Jio merger will mean for brand deals in the upcoming IPL?
Brands are right now spoiled when it comes to the solutions they have on offer, specifically for IPL partnerships. If you look at the consolidation of rights holders, a brand now has a single point of contact for broadcast rights, whether it’s television or OTT. As a brand, I don’t have to talk to two different entities anymore; it’s now a one-stop shop. That’s a significant shift and an interesting change.
Also, multi-screen viewing has become a trend, which will leave brands spoiled for choice in terms of customizing their packages. I think this will help with better customization of packages moving forward.