The BCCI fundamentally changed the direction in the field of cricket. It began by reorienting its strategy away from competitors towards alternatives, and also from customers to non-customers of the business.
The three-tiered framework for noncustomers which was designed by Chan Kim and Renee Mauborgne illustrates the noncustomer-based analysis for the cricket industry. To meet the largest demand that exists, the BCCI focused on commonalities not any differences between the three different tiers of noncustomers.
The most important reason for popularity of the ipl winners and T20 format in the same way as it has been similar to many other commercial formats, has been timing. When the millennium began, millenniums, the last source of attendance for the premier game England began seeing less turnouts. Particularly, the younger players were moving to different sports, instead of cricket. The marketing manager of the ECB, Stuart Robertson, suggested that a shorter format that was more in tune with modern demand for time. One year later, and despite some resistance from county chairmen, on the heels of some last-over slogging this format got a middlewife .
The first group of noncustomers is made up of general cricket enthusiasts, who cheer on their Indian national team due to loyalty to the country at international events. They turn into noncustomers as soon as India is eliminated from any international tournament. For instance, during the 2007 Cricket World Cup, India was defeated in the first round. This resulted in the viewing figures fell between an average 7.5 up to 1.6.
The other group consisting of noncustomers, especially women and children who find cricket's complicated rules and rituals confusing and the matches long and boring. Noncustomers aren't interested in the game that takes five days to decide a winner. The game itself is not entertaining, because it's performed for the players, not to entertain the spectators. Furthermore, it's too hot to sit out for an entire day.
The 3rd tier of noncustomers is the worldwide cricket audience who are only interested in the sport in their country of origin. For example, Australian cricket fans are unlikely to find India's domestic league exciting, because they are played by unknown players playing to a comparatively low standard.
Rebuilding market boundaries
The basic principle of Blue Ocean strategy is to create the boundaries of markets to separate from the competition and create blue oceans. This principle tackles the challenge that many companies face. The key is to determine, out of the many possibilities that exist, commercially attractive blue ocean opportunities. There are six pathways to redefine market boundaries. Chan Kim and Renee Mauborgne are calling the six path framework. Some cricketer viewers are very thrilled about ipl winners list.
For a thorough analysis of these pathways take a look at the free online interactive IPL case study , which delves deep into blue ocean tools and frameworks in detail.
Path1: Appear throughout substitute business
Path 1 examines the basic assumption that is the basis of many organizations' strategies, keeping them in red oceans. It challenges organizations' natural inclination to define the industry in a similar way and to focus on being the top in their field.
BCCI studied the alternatives to cricket and the other forms of game or entertainment became popular.
Traditionally, cricket was played to test players' mental and physical endurance rather than create a dynamic and thrilling spectator sport. The IPL shifted the focus of the game to the cricket fans and provided the best they could get as it incorporated activities from the professional football league as well as entertainment industries. In so doing, the IPL redefined market boundaries and created a new league called cricketainment (cricket and entertainment) that is different from anything seen before in the cricket world.
The BCCI initially looked at notable sports leagues, such for the English Premier League (EPL) of the United Kingdom and the National Football League of the United States. There are many viewers from all over the globe stay up late to catch the EPL. These viewers have no ties to England. The BCCI wondered why anyone from outside of the UK could be so enthusiastic about the football league and its teams, and that includes people who had no idea about the sport.
The BCCI examined the next options for Indian leisure activities, such as watching television watching movies, going to the theatre, and dining at restaurants. Bollywood especially has been a major part of Indian life regardless of age, gender, and caste. Since TV is the most affordable form of entertainment for Indian families, Indians of all backgrounds go to the television set to watch Bollywood dramas and TV shows.
Through examining other industries and other sectors, the BCCI could identify value factors to make cricket game enjoyable, exciting and charming.
Indian cricket's new value proposition
A strategy chart of ipl champions list depicts its distinctive worth proposition to viewers of cricket in comparison to a traditional one-day cricket international match such as cricket's Cricket World Cup. Although the other leagues had the same basic logic that was used in the Cricket World Cup, the value curve of the IPL diverges from that of the Cricket World Cup by focusing on the enjoyment and excitement that comes with the sport.
Today, the Indian Premier League final is identical to the Super Bowl
The inaugural IPL season proved to be more than a success. Over 200 million Indians tuned in to the season's opening. In the semi-finals and final matches, 50percent of Indian households that have cable or satellite TV watched the IPL.
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