Tag: Cricket

Dream 11’s IPL technology challenge

MUMBAI: IPL 2025 Day One. The much hyped and awaited opener between RCB and KKR is about to begin. The Dream Sports War Room – as the tech hub has been labelled – is a hustle-bustle of activity. Energy levels are high, there’s tension in the air amongst all the engineers and product managers who have stationed themselves in the office for the cracker of a match that’s about to go on air.

Viewer engagement expectations on the Dream 11 app are higher than ever following the merger of JioCinema and Disney Hotstar into this behemoth streamer called JioHotstar with a subscription base of 60 million.
Even before the first ball has been bowled fantasy players by the millions have started their game play on Dream 11.

At the centre of it all is Dream Sports chief technology officer Amit Sharma – the commander of the nerve centre that keeps millions of cricket fans connected—come traffic surge or system meltdown. Like the captain of a ship sailing through a turbulent sea he retains his calm so that he can steer his charge safely through the storm.

“IPL isn’t just a cricket tournament; it’s a digital gladiatorial arena,” Sharma explained on Linkedin. ” We’re all hands on deck, I really mean it. Every team works in tandem to make it bigger and better than the previous season! While the event lasts just for a couple of months, we prepare by making our systems more robust throughout the year. There’s a lot that goes behind stitching the most seamless experience for our users – from coming on the app, selecting a contest to making their dream team and real-time leader boards – it’s truly a journey. On top of our mind is the fact that we’re not just hosting an app; we’re managing a national digital phenomenon that can spike to 700 million requests per minute. “

And how does the engineering team manage to keep the app in good enough shape despite the killer load that piles up when the league gathers steam?

Before the first ball is bowled, Sharma’s team conducts a “service operational maturity assessment” (SOMA)—a forensic examination of over 100 critical services. Engineers run what can only be described as digital stress tests: benchmarks that would make Silicon Valley veterans break into a sweat. Chaos tests and real-world load simulations are pressured on the system to fine-tune applications and infrastructure.

“We’re not just testing; we’re essentially performing open-heart surgery on our digital infrastructure,” he quips. Some systems receive targeted upgrades, while others undergo complete architectural metamorphosis.

A key tool that streamlines the massive inflow of online players is “Scaler”, Dream Sports’ in-house traffic
management marvel. This system doesn’t just respond to traffic—it anticipates it. Predictive models allocate resources before traffic spikes can even think about overwhelming the system.

The war room’s crown jewels? Two razor-sharp monitoring systems:

1. Watch Commander (WACO): A real-time performance sentinel that catches anomalies faster than a fielder’s lightning-quick catch.

2. Pulse: A user interaction tracker that identifies potential glitches before they can say “out.”

Behind every algorithmic prediction and system upgrade is a team of engineers who treat digital resilience like a cricket strategy—meticulously planned, ruthlessly executed. Dream Sports’ incident management system stands ready, a digital emergency response unit primed to tackle any unforeseen technological yorkers.
Each IPL season is more than a sporting event—it’s a technological crucible where Dream Sports redefines the boundaries of digital scalability, says Sharma. “It challenges us to rethink and refine how we approach scale, speed and reliability,” he adds.

Back to Dream Sports War Room and to the opening match of the IPL. All that is needed to take RCB to their first victory in the 2025 edition is a thump to the boundary, which Livingstone does when he wacks the Johnson delivery past mid-on to the ropes to the dismay of those in the Eden Gardens stadium.

In the war-room, Sharma leans back and heaves a sigh of relief. The match saw the Dream 11 app getting a peak concurrency of 16.5 crore users. And it held up strong, without any glitches to the delight of all the engineers who were on standby. Another battle won. Till the next one.

March 25, 2025
Tata Play forges new FanCode Sports partnership

MUMBAI: Following the inclusion of sports destination FanCode in OTT aggregator app Tata Play Binge in December 2023, the DTH operator has now announced the launch of Tata Play FanCode Sports, giving its subscribers a front-row seat to a smorgasbord of sporting action including cricket, football, kabaddi, golf and motorsports.

The new platform promises to deliver over 100 hours of live sports monthly, covering more than eight major sports and featuring blue-ribbon tournaments such as the Carabao Cup, Copa del Rey, and Concacaf Champions Cup. Cricket enthusiasts haven’t been left on a sticky wicket either, with Australia’s Tour of West Indies and South Africa’s Tour of Zimbabwe also on the menu.

Formula 1 fanatics are in for a treat as the service brings coverage of all 24 Grand Prix weekends to screens across India. Viewers can witness Lewis Hamilton don the famous Ferrari red for the first time as he reignites his rivalry with Red Bull’s high-flying Max Verstappen.

The platform will showcase global sporting megastars including football icons Cristiano Ronaldo, Kylian Mbappé, Mohamed Salah, and Lionel Messi, alongside cricket heavyweights Nicholas Pooran, Pat Cummins, Kagiso Rabada, and Aiden Markram.

“We are thrilled to expand our partnership with FanCode,” said Tata Play chief commercial & content officer Pallavi Puri. “This exciting collaboration marks a significant milestone, enabling us to offer a seamless viewing experience across screens, enhancing the diversity and accessibility of live sports content.”

FanCode co-founder Yannick Colaco added: “After our successful collaboration on Tata Play Binge, we are thrilled to continue our partnership with Tata Play to bring FanCode to millions of new homes.”
The 24/7 ad-free service will be available on EPG No. 485 and through the Tata Play mobile app for Rs 75 per month—a small price to pay for front-row tickets to the sporting world’s greatest hits.

March 17, 2025
JioStar vice-chairman Uday Shankar slams ICC as “East India Company of Cricket”

MUMBAI: In a candid conversation during Indian Express’ Idea Exchange earlier week that laid bare the tensions between broadcasters and cricket administrators, JioStar vice-chairman Uday Shankar has described the International Cricket Council (ICC) as “the East India Company of Cricket,” accusing the sport’s global governing body of exploiting India’s cricket economy.

Uday pulled no punches when comparing cricket’s global and domestic governance structures. “Contrary to the general perception, I find BCCI to be a far more alive body to engage with its stakeholders compared to the ICC,” said Shankar. “The ICC is just here to take the wealth of this country.”

Shankar’s critique cuts to the heart of cricket’s financial ecosystem, where India generates the overwhelming majority of global revenue. “After taking this money, the ICC decides that India must play a country that no Indian is interested in watching India play because they want to develop cricket globally. So it’s their agenda and my money,” he stated.

The comments come at a pivotal moment for sports broadcasting, with astronomical sums being paid for rights packages. The IPL rights alone cost approximately Rs 48,000 crore, raising questions about sustainability.

Shankar acknowledged the strategic value of major sporting properties while being realistic about their financial burden. “You don’t necessarily make money on these big acquisitions,” he admitted. “The size of the economy and what the advertising market is like, those things come into play.”

He emphasised that cricket has become “one of the most expensive sporting assets in the world” on a unit value basis, with the eight-week IPL tournament costing “more than a billion dollars” – comparable to year-round properties like the NFL or NBA.

This financial pressure has consequences beyond cricket, with Shankar acknowledging that investment in other sports often suffers. Indian fans miss out on events like Formula 1 “because nobody has the money left to buy those rights.”

Despite his passion for cricket, Shankar was clear that commercial imperatives would ultimately guide JioStar’s bidding strategy. “At the end of the day, we are running a business and if the financials don’t make sense, we’ll have to walk away,” he said.

He pointed out a fundamental challenge: “All the money that you put in is primarily for India and you have to recover it from India. Despite all the talk, it’s just the Indian media companies who do that.”

In his most pointed comments, Shankar suggested radical reform of cricket’s global governance. “The best service that someone like the new chairman of the ICC can do is to ensure that he is its last chairman,” he said.
“A disproportionate share of talent comes from India. An overwhelming share of revenue comes from India. And all of it is going everywhere else,” Shankar argued, citing the push to include cricket in the Olympics as another example of initiatives that “don’t help Indian cricket” but represent “leakage for the money that could have stayed in the Indian cricket ecosystem.”

As head of the newly merged Viacom and Star entity valued at $8.5 billion, Shankar recognises the influence his company wields. “Given our reach and platform size, what we do will be followed by everybody else,” he said. “As a leader, it is our responsibility to make sure that we take charge of the industry and get it to a good place.”

This responsibility extends to content regulation, where Shankar advocates for self-discipline rather than government control. “I don’t like the word censorship, but not being responsible towards the people you serve is not an option,” he stated, adding that government regulation “stifles creativity” while warning that irresponsible content creators risk external authorities stepping in.

For the former journalist who witnessed the birth of India’s 24-hour news cycle and helped launch Aaj Tak, the responsibility of reaching 750 million viewers weighs heavily. “I’ll entertain,” he said, “but I shall never do anything that I will be embarrassed by myself.”

(Picture courtesy: Indian Express. Article content courtesy: Indian Express)

March 6, 2025
Inside JioStar’s IPL 2025 advertising revolution: Chatterjee unveils unprecedented cross-platform strategy

MUMBAI: In what industry observers are calling a watershed moment for cricket broadcasting, JioStar is orchestrating a comprehensive transformation of the Indian Premier League (IPL) advertising ecosystem ahead of the 2025 season. Ishan Chatterjee, the company’s chief business officer for sports revenue, SMB & creator, recently outlined the ambitious strategy that leverages the newly merged digital-linear platform to create what he described as “the most sophisticated sports advertising vehicle in the global marketplace.”

The sweeping changes come at a pivotal moment for both the IPL and India’s media landscape, with JioStar aggressively positioning itself as the premier destination for brands looking to connect with the country’s massive cricket audience. Even as the IPL last year generated 525 million viewers, the aspiration this year that it will just around double that by the time the tournament ends, making it the amongst the most watched sports spectacles globally. A billion viewers for the IPL? No one in the BCCI or ICC would have imagined this kind of viewer engagement when the league was conceived.

The cornerstone of JioStar’s 2025 IPL strategy is the full integration of what were previously separate digital and linear broadcast operations, creating what Chatterjee calls “a unified ecosystem that eliminates the traditional boundaries between viewing platforms.”

“Previous IPL seasons required advertisers to navigate separate buying processes, measurement systems, and creative specifications for digital and television,” explained Chatterjee. “The merged JioStar platform fundamentally reimagines this approach, offering brands a synchronised presence across all viewing environments while streamlining the entire process from initial planning through post-campaign analysis.”

“The days of platform-specific advertising strategies are rapidly fading,” Chatterjee noted. “Our integrated approach acknowledges the reality that viewers move fluidly between large-screen and mobile experiences, often within the same match or even the same over.”

To capitalise on this consolidated approach, JioStar has completely restructured its sales operation, moving away from the platform-centric model that previously separated digital and television teams.

“We’ve implemented a category-first organisational structure,” revealed Chatterjee. “Each vertical is staffed with specialists who deeply understand both the specific industry dynamics of their assigned categories and the full capabilities of our merged platform.”

The new structure includes dedicated teams focusing on:

* High-value partnerships: Targeting India’s largest advertisers with customised, multi-faceted campaigns spanning both platforms

* SMB development: Creating accessible entry points for medium-sized brands previously priced out of IPL advertising

* Digital-native brands: Specialised solutions for direct-to-consumer companies seeking performance-based outcomes

* Regional activations: Localised advertising options leveraging JioStar’s language-specific feeds

* Industry Verticals: Category specialists in FMCG, automotive, finance, technology, and other key sectors

This restructuring has enabled more strategic conversations with potential advertisers, according to Chatterjee. “Rather than beginning with platform selection, we now start by understanding the brand’s specific business objectives, then architect solutions that leverage the appropriate mix of touchpoints.”

Early advertiser commitments suggest strong market reception to JioStar’s new approach. Chatterjee confirmed significant early adoption across several categories: “We’re seeing particularly strong momentum in FMCG, beverages, and seasonal categories like air conditioners and fans that benefit from the IPL’s alignment with early summer,” he said. “The fantasy sports and fintech sectors continue their aggressive expansion, while we’re also seeing renewed interest from automotive and consumer electronics brands.”

Industry sources familiar with IPL advertising rates suggest that JioStar is commanding premium pricing for the 2025 season, with integrated packages reportedly 15-20 per cent higher than comparable separate buys in previous years. Despite these increases, Chatterjee indicated that demand remains robust.

“Early conversations with partners indicate exceptionally strong confidence in IPL’s ability to drive business outcomes at scale,” he noted. “The tournament’s combination of massive reach and deep engagement remains unmatched in the Indian media landscape.”

Perhaps the most significant development in JioStar’s 2025 offering is the implementation of Nielsen’s comprehensive analytics dashboard, providing advertisers with unprecedented visibility into campaign performance across both digital and linear environments.

“This represents a fundamental shift in sports advertising measurement,” emphasized Chatterjee. “For the first time, brands have access to independent third-party validation covering both digital and traditional broadcast exposures within a unified reporting framework.”

The Nielsen partnership addresses what has historically been a significant pain point for advertisers—the inability to consistently measure cross-platform campaigns. The dashboard provides real-time data on:

* Total deduplicated reach across all platforms

* Frequency distribution by viewer segment

* Engagement metrics specific to ad format

* Brand lift measurements

* Attribution modeling for direct response campaigns

* Audience composition analysis

* Competitive share of voice

Several major advertisers have cited this measurement capability as decisive in their spending allocations. “The transparency and actionability of the data have been game-changers in our conversations with brand partners,” said Chatterjee. “The ability to optimise campaigns mid-tournament based on real-time performance insights creates an entirely new dimension of value.”

JioStar’s 2025 IPL coverage will showcase an extensive array of advertising formats designed to maximise engagement across viewing environments. Chatterjee highlighted several breakthrough innovations which
the platform’s digital offerings leverage advanced technology to create highly targeted and interactive experiences:

* AI-Powered Audience Segmentation: Utilising over 100 different targeting parameters including demographics, geography, language preferences, viewing history, and first-party data

* Dynamic Creative Optimisation: Automatically tailoring ad creative based on viewer attributes and behaviors

* Interactive Overlays: Enabling viewers to engage directly with brand content without leaving the match stream

* Click-to-Engage Units: Creating immediate pathways to brand websites or app downloads

* Lead-Generation Formats: Capturing viewer information within the viewing experience

* Sequential Messaging: Delivering progressive brand narratives across multiple ad exposures

* In-Stream Commerce: Enabling direct purchases within the viewing environment

“Our digital capabilities enable precisely targeted messaging that connects brands with high-intent consumers at exactly the right moment,” explained Chatterjee. “This level of personalisation dramatically increases both engagement and conversion rates.”

For linear broadcast, JioStar has developed several proprietary formats designed to break through the traditional commercial break paradigm:

* Brand spotlight: Exclusive placements during the strategically important first five overs of matches

* CGI-led live interventions: Seamlessly integrating brand messaging into broadcast graphics and virtual elements

* Scannable action replay: Technology that makes television content directly interactive with mobile devices

* 3D breakout billboards: Immersive graphical elements that extend beyond standard screen boundaries

* Strategic time-out sponsorships: Premium integrations during the match’s natural breaks

* Synchronised second-screen experiences: Coordinated messaging across television and digital platforms

* Contextual trigger activations: Ad deployments tied to specific match events or performance milestones

“These innovations fundamentally reimagine what’s possible within the traditional broadcast environment,” Chatterjee said. “We’re creating opportunities for brands to engage viewers during the most compelling moments of match coverage rather than relegating them exclusively to commercial breaks.”

A major focus of JioStar’s 2025 strategy is the seamless integration of commerce capabilities directly into the viewing experience. Chatterjee identified this as a pivotal growth area, particularly for quick commerce and mobile commerce advertisers.

“The ability to convert viewership into immediate purchase opportunities represents the holy grail for many advertisers,” he explained. “We’ve developed several capabilities specifically designed to collapse the traditional funnel and enable instant commerce conversions.”

These capabilities include:

* Interactive elements within the viewing stream that reveal product information and purchase options

* Voice-activated commerce: Enabling viewers to initiate purchases through voice commands on compatible devices

* One-click purchasing: Streamlined checkout for registered users

* Real-time inventory integration: Live availability updates for limited-time offers

* Geo-targeted delivery options: Customised fulfillment messaging based on viewer location

* Post-purchase attribution: Connecting sales outcomes to specific ad exposures

Particularly innovative is the “scannable action replay” technology, which Chatterjee described as “creating commerce opportunities during the most engaging moments of match coverage.” The feature enables viewers to instantly interact with products featured during replays without the need for traditional QR codes.

When questioned about potential internal competition between JioStar’s digital and television sales teams, Chatterjee emphasised that the company’s approach is collaborative rather than competitive, focusing on the unique strengths of each platform.

“We’ve moved beyond the outdated notion of platform competition,” he stated. “Each viewing environment offers distinct advantages that can be strategically leveraged as part of a comprehensive campaign architecture.”

According to Chatterjee, television excels at establishing broad reach and emotional impact, while digital platforms enable precise targeting and interactive engagement. “The most sophisticated advertisers are recognising that these capabilities are complementary rather than competitive,” he noted. “Our integrated planning approach helps brands identify the optimal balance based on their specific objectives.”

Looking toward the future, Chatterjee outlined JioStar’s commitment to continued measurement innovation, including plans to incorporate attention metrics, emotional response data, and advanced attribution modeling into future advertising packages.

“We’re investing heavily in next-generation measurement capabilities that will provide even deeper insights into how advertising impacts both brand perception and purchase behavior,” he revealed. “These advancements will further enhance the strategic value of IPL as an advertising platform.”

As IPL 2025 approaches, JioStar appears positioned to capitalise on the tournament’s massive viewership with what Chatterjee confidently predicted will be “record-breaking commercial performance across all metrics.”
Industry analysts suggest that if successful, JioStar’s integrated approach could serve as a template for sports broadcasting globally, potentially influencing how major properties like the NFL, Premier League, and Olympics structure their commercial offerings in coming years.

“What we’re building goes beyond simply selling advertising inventory,” concluded Chatterjee. “We’re creating an entirely new model for how brands can engage with sports audiences across the full spectrum of viewing experiences—a model that delivers unprecedented value for advertisers, viewers, and the broader cricket ecosystem.”

March 2, 2025
Shreyas Iyer joins Incred as brand ambassador, following Rahul Dravid

MUMBAI : Incred Group has signed star cricketer Shreyas Iyer as its new brand ambassador, stepping into the shoes of the iconic Rahul Dravid. Known for its strong ties to cricket, Incred draws inspiration from the sport’s core values discipline, resilience, and high performance making Iyer the perfect fit to champion its vision of financial confidence and success.

Incred founder & group CEO Bhupinder Singh expressed his excitement about the partnership, stating, “Iyer embodies fearlessness and determination qualities that align perfectly with Incred’s mission of empowering individuals to achieve financial confidence. We are thrilled to have him on board as we continue to help people navigate their financial journeys with certainty.”

Iyer said, “Cricket is full of opinions, but in finance, true expertise stands out. I’m excited to partner with Incred, a leader in financial services, to help spread awareness about smart financial solutions.”

Incred group head of marketing Radhika Zingade highlighted how the association reflects the brand’s philosophy. “Iyers’ versatility his ability to anchor or accelerate as needed resonates with Incred’s role in guiding customers through different financial phases. This partnership is set to make a lasting impact.”

February 20, 2025
JioHotstar subscriptions to be available at three price points

MUMBAI: There is nothing such as a freebie; everything has a price. A lot of misinformation has been put out about the charges that JioHotstar is going to be levying on customers for the new streamer. Here are the details: All of our plans give you access to all content on our platform:

. Unlimited live sports (Cricket, Tennis grand slams, Premier League and more)

. Latest Indian movie digital premieres, Hotstar Specials, and Star serials before TV

. Disney+ Originals, popular Disney movies & kid’s shows (in English & select Indian languages).

Mobile (Ad-Supported plan) – Rs 149 / 3 months and Rs 499 / year

. Access content on “1” mobile device at a time

* Renewal will be priced at Rs 149 / 3 months even if a discounted price was availed for the first 3 months of the plan.

Super (Ad-Supported plan)** – Rs 299 / 3 months and Rs 899 / year

. Access content on any “2” devices at a time

. All content can be enjoyed on any of our supported platforms (Mobile, Web, and supported Living Room devices).

** Also applies to Jio Broadband JioHotstar partner plan

Premium (Ad-Free plan) – Rs 299 / month (Can only be purchased via web browser),

Rs 499 / 3 months and Rs 1499 / year

. Access content on any “4” devices at a time

. All content can be enjoyed on any of our supported platforms (Mobile, Web, and supported Living Room devices)

. Enjoy Ad-free Entertainment, except in LIVE content such as sports and other LIVE shows that continue to be ad-supported.

February 14, 2025
Jasprit Bumrah joins foundit: Precision bowling meets smart job matching!

MUMBAI : India’s pace sensation Jasprit Bumrah is teaming up with foundit, a leading jobs and talent platform, in a partnership that brings together the precision of world-class cricket and the accuracy of AI-driven job search. Just as Bumrah delivers pinpoint yorkers at blistering speed, foundit aims to match job seekers with the right opportunities with the same level of focus and efficiency.

Commenting on the partnership, foundit CEO V Suresh said, “Jasprit Bumrah’s agility, accuracy, and dependability perfectly align with our mission to empower professionals in a dynamic job market. His stellar performances, including India’s World Cup triumph in 2024, make him an ideal representative for our brand.”

Foundit VP– marketing Anupama Bhimrajka added, “With 70 per cent of India’s jobseekers engaged in cricket, Bumrah’s influence resonates widely. His precision mirrors our commitment to matching candidates with the right opportunities through advanced AI technology.”

The campaign featuring Bumrah will roll out across multiple media platforms in the coming months, drawing parallels between his pinpoint accuracy on the field and foundit’s data-driven job search approach.

February 11, 2025
Mayank Dayal joins Gujarat Titans as marketing head

MUMBAI: From marketing TV sports channels to building a cricket franchise team. That’s the leap that Mayank Dayal has taken. Dayal has been hired as marketing head at Gujarat Titans. He brings over two decades of strategic marketing experience across major media and sports brands, including Sony Pictures Networks India, Viacom18, and Star India.

In his new role, Dayal will lead brand growth and fan engagement strategies, driving innovative marketing initiatives to strengthen Gujarat Titans’ identity both on and off the field. He will oversee content development, partnerships, social media expansion, and matchday experiences.

Previously, Dayal served as sports marketing head at Sony Pictures Networks, where he played a pivotal role in enhancing the brand’s footprint. His tenure at Viacom18 saw successful campaigns for Comedy Central and Nickelodeon, while at Star India, he developed brand integration strategies for key advertisers.

Dayal’s extensive expertise and innovative vision are expected to propel Gujarat Titans’ ambitions to become one of the most engaging and entertaining franchises in the IPL ecosystem. Said he: “I’m beyond excited to step into my next adventure—leading marketing for Gujarat Titans. This isn’t just a role for me; it’s a dream opportunity. To be at the heart of the business side of sport, in a sport I have loved and played, is an exhilarating challenge. And in cricket, there is no bigger stage than the IPL.”

February 4, 2025
FanCode crowned India’s numero uno sports app, ranks ninth globally

MUMBAI: FanCode has officially made history.

Crowned India’s most-downloaded sports app and ranked ninth globally, it continues to redefine how fans experience sports, as per the Sensor Tower State of Mobile 2025 report.

By the numbers:

. Third among all sports apps in India for total downloads in 2024.

. Number one in Asia-Pacific for in-app purchase growth – premium sports content is booming!

. Eight in Asia-Pacific for monthly active users, proving FanCode keeps fans engaged.

Built by fans, for fans, FanCode co-founder Yannick Colaco shared on LinkedIn, “Five years ago, we set out to change the way Indian sports fans engage with their favourite games. Seeing FanCode become a daily habit for millions is amazing. And trust me, we’re just getting started!”

Co-founder Prasana Krishnan added, “Being recognised as India’s top sports entertainment app and ranking among the top sports apps globally is a testament to the passion of our users and the dedication of our team. In just over five years, we’ve come a long way to deliver a world-class sports experience. And there’s lots more to come.”

FanCode ensures fans never miss a match.

January 31, 2025
Zeel files $8 million counterclaim against Star India in ICC media rights dispute

MUMBAI: Like two Sumo wrestlers in the ring sizing each other up, Zee Entertainment Enterprises Ltd (Zeel) and the Reliance-and Walt Disney backed Star India have been circling each other, eyeing each other in relation to a failed International Cricket Council (ICC ) men’s cricket rights (2024-27) rights deal the two had made with each other in August 2022. Both have been saying the other owes them money as the failed deal has proved to be an expensive affair.

Star’s first claimed $940 million in damages in September 2024 over the failed International Cricket Council (ICC) broadcasting rights deal. Now, it’s the turn of Zeel to file an $8 million counterclaim, plus interest against Star India. The dispute is being arbitrated by the London Court of International Arbitration (LCIA)

It all began with Star sub-licensing ICC rights to Zeel. Zeel later withdrew from the agreement and Star India took over the entire $3billion liability for the rights. Star has argued that Zeel TV failed to pay the $203.56 million first instalment (Rs 1,693 crore) and meet additional financial obligations of Rs 17 crore for bank guarantees and deposit interest. In March 2024, Star initiated arbitration seeking enforcement of the agreement or damages. It later terminated the contract in June 2024 and focused on claiming damages.

Zeel submitted its defence on 23 December 2024, refuting Star’s claims and seeking a refund of Rs 69 crore paid under the agreement. The LCIA constituted a three-member tribunal, with proceedings at an early stage. Zee TV has argued that that the agreement became void due to Star’s failure to meet conditions precedent, including financial guarantees and ICC approval. Zeel also cited the planned (but now failed) merger with Sony Pictures Networks as a complicating factor. Star India reported a Rs 12,548 crore net loss for FY24, driven by a Rs 12,319 crore provision for the ICC media rights deal.

Zeel maintains that the dispute will not significantly impact its operations or finances, citing the strength of its legal position. The company’s board is monitoring the matter and remains confident in its ability to defend against Star’s claims.

January 23, 2025