MAM
Rajul Kulshreshta tipped to replace Sai Nagesh at GroupM
MUMBAI: Rajul Kulshreshta, formerly director international sales CNBC Asia, is being tipped to replace Sai Nagesh, head of the LG business at GroupM, who has just put in his papers.
Kulshresthta has been out of India these last few years, first in Indonesia and then based in Singapore with CNBC. Before, his Indonesia stint, Kulshresthta was with McCann-Erickson.
When queried about the reported developments, Andre Nair, CEO of MindShare South Asia and CEO of GroupM India, offered no comment.
Meanwhile, Nagesh, who was only given charge of the LG account on 29 March, is reportedly serving his notice period. Before being asked to head the LG account, Nagesh was director, marketing and corporate affairs GroupM.
At the time of filing this report, indiantelevision.com had no information about the the media planning veteran’s next port of call.
Brands
IPL franchises look beyond reach to monetise fan relationships
Study maps a Rs 45–50 crore annual upside from digital fan ecosystems
MUMBAI: After 18 seasons of relentless growth, the Indian Premier League has become one of the world’s most powerful sporting brands. Its franchises, however, are being told that reach alone is no longer enough.
A new analysis argues that the next phase of IPL franchise economics will be defined by how effectively teams convert broadcast audiences into long-term, owned fan relationships. The shift, it says, is from mass visibility to structured digital ecosystems that treat fandom as a compounding asset rather than a seasonal spike.
The central idea is simple: broadcast reach should be seen as the top of a longer value funnel. Digital engagement, in this model, is not a marketing afterthought but a system designed to turn anonymous viewers into known, monetisable users. Franchises that offer distinctive, personalised experiences can unlock direct revenues from fans and indirect gains through richer sponsorship propositions.
The study suggests that future media rights cycles will increasingly focus on yield per fan rather than raw viewership, reflecting a move from passive consumption to active participation. This places pressure on franchises to invest in digital infrastructure that goes beyond scale and focuses instead on repeatable outcomes: registrations, behavioural insight and personalised activation across platforms.
First-party fan data sits at the heart of this strategy. When identity, preferences, engagement history and transaction signals are unified and operationalised, franchises can segment audiences more precisely, improve retention and lift lifetime value. Without such a digital engine, fan monetisation remains episodic and hard to scale.
Done well, the report estimates, this approach could compound value of up to Rs 45 crore annually for a franchise over time, while also deepening long-term fan relationships.
The underlying opportunity, pegged at roughly Rs 50 crore a year, is broken into four levers: data-led sponsorship and advertising uplift (35 per cent, or Rs 16–18 crore); direct-to-fan commerce and experiences (30 per cent, or Rs 11–14 crore); memberships and recurring fan revenue (20 per cent, or Rs 7–9 crore); and efficiency gains that free up capital for reinvestment (15 per cent, or Rs 5–7 crore).
Actual outcomes will vary by market size, fan base and execution capability. But the direction is clear. The future economics of IPL franchises, the analysis concludes, will hinge less on how many fans they reach and more on how many relationships they own.
