VIDA Launches New Campaign ‘Charging Simple Hai'
Highlights The Ease And Convenience Of Removable Battery Charging New Delhi, Delhi, India – Business Wire India VIDA, Powered by Hero, has unveiled a high-impact television and digital campaign during the Indian Premier League (IPL) season, spotlighting its revolutionary removable battery technology. Titled 'Charging Simple Hai' and anchored by the tagline 'Impossible nahi, simple hai', … Continue reading "VIDA Launches New Campaign 'Charging Simple Hai'"
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Time of India
an hour ago
- Time of India
IPL needs a 12-16 week window to match the likes of NFL: PBKS co-owner Mohit Burman
Punjab Kings co-owner Mohit Burman believes the Indian Premier League needs a longer window. This expansion aims to match the brand value of leagues like the NFL and NBA. Burman highlights the importance of player availability and fan experience. He also notes the strategic move of IPL teams investing in overseas leagues. Tired of too many ads? Remove Ads Tired of too many ads? Remove Ads No need to take IPL abroad but can't take its supremacy for granted IPL owners venturing into overseas league smart and strategic move Tired of too many ads? Remove Ads PBKS reap rewards of success, up 25 percent year on year commercially Bringing Ricky Ponting on board was the turning point The Indian Premier League needs a 12-16 week operating window to match the brand value of top sporting leagues in the world including the NFL, NBA and Premier League, reckons Punjab Kings co-owner Mohit Burman At USD 16.8 million, the IPL is only behind NFL (USD 36.8 million) in terms of per-match value but needs to catch up with its global rivals like NFL and leading European football leagues when it comes to the overall brand value pecking to leading investment bank Houlihan Lokey, the IPL is valued at roughly USD 16 billion while one NFL franchise Dallas Cowboys alone is worth USD 9 billion, followed by New York Yankees at USD 7.1 franchise New York Knicks is valued at USD 7 billion while top football clubs Real Madrid and Manchester United have drawn a valuation of USD 6 to the existing eight-week IPL, the much longer windows of Premier League (August to May), NBA (seven months) and NFL (4.5 months) also push their spoke to PTI about the road ahead of the IPL and remarkable turnaround of Punjab Kings who reached the final after 11 years."We're already second in the world when it comes to per-match value, just behind the NFL. But overall brand value? That's a different game. I think we need a 12-16-week window to get there," said Burman, who is also the chairman of Dabur India "That gives us space to tell better stories, build rivalries, and create more value for everyone - fans, sponsors, broadcasters. But it's not just about length. It's about what we do in that time - the kind of content we push out, how we engage fans year-round, how we build the league beyond the season. IPL has the scale. Now it's about consistency and depth."The IPL's dominance in world cricket is undisputed but to maintain that envious position, nothing can be taken for granted, said Burman."The IPL is already the biggest cricket product in the world, but staying there means not taking anything for granted. Player availability is crucial. We need a clean window where the best in the world can play without restrictions," said the 56-year-old businessman."The fan experience must keep evolving. It's not just about cricket anymore - its sport, entertainment, culture all rolled into one. We don't need to take the IPL abroad - what we do need is to build global relevance. Content, players, and stories that connect with fans across the world."Besides Punjab Kings, Burman and other team's co-owners have also invested in the Saint Lucia franchise of the Caribbean Premier League. Their IPL rivals too have expanded their ownership in multiple leagues including SA20, ILT20, MLC, CPL and most recently The is all for taking the IPL brand to the world."It's a smart and strategic move. A lot of teams are now building a common core - with shared vision, systems, and values - across multiple leagues. That's what makes it sustainable and scalable," he said when asked about the trend of IPL teams expanding overseas ."For us, the goal is clear: build the Kings ecosystem across geographies and formats. Whether it's IPL or CPL, we want to run our teams with the same purpose - high performance, strong culture, and deeper fan connection. We're not just creating teams - we're building a brand that travels. And this is just the beginning," he IPL and its franchises are in the pink of financial health considering the phenomenal growth of the competition introduced in 2008. Considering that, is the on-field performance of a franchise heavily linked to its commercial success?"They go hand in hand. Strong on-field performances drive commercial growth - that's the reality. Brands want to be part of winning stories. We've seen that this year - we're up 25% year-on-year commercially."More fan engagement, stronger sponsor interest, and better value across the board. This season proves that when your on-field and off-field stories align - that's where the real magic happens," he Kings made their second final this season and first since 2014 after topping the league standings. It was a massive change of fortunes for a team that under-performed over the years. Ponting and Shreyas Iyer have been given a lot of credit for scripting the turnaround."The real turning point came when we took a step back to think the direction of the franchise. Getting Ricky Ponting on board was the first step in our revamp. His arrival transformed the energy - and the mindset," said Burman."Then came the auction, where we made strategic choice on balance, clarity, and intent. Backing Shreyas as captain was another big moment - he brought composure, vision, and a sense of Unity."They didn't just see Punjab Kings as a franchise. They saw it as a project with potential. There's no hierarchy here - just one team, moving toward one goal. That's a powerful thing."Off the field, we rewired everything - from marketing and storytelling to fan engagement. Commercially, we've seen strong growth. But what I'm most proud of is the culture - one rooted in belief, joy, and accountability. That's been the true foundation of the success," he added.
Mint
an hour ago
- Mint
IPL needs a 12-16 week window to match the likes of NFL: Mohit Burman
New Delhi, Jun 8 (PTI) The Indian Premier League needs a 12-16 week operating window to match the brand value of top sporting leagues in the world including the NFL, NBA and Premier League, reckons Punjab Kings co-owner Mohit Burman. At USD 16.8 million, the IPL is only behind NFL (USD 36.8 million) in terms of per-match value but needs to catch up with its global rivals like NFL and leading European football leagues when it comes to the overall brand value pecking order. According to leading investment bank Houlihan Lokey, the IPL is valued at roughly USD 16 billion while one NFL franchise Dallas Cowboys alone is worth USD 9 billion, followed by New York Yankees at USD 7.1 billion. NBA franchise New York Knicks is valued at USD 7 billion while top football clubs Real Madrid and Manchester United have drawn a valuation of USD 6 billion. Compared to the existing eight-week IPL, the much longer windows of Premier League (August to May), NBA (seven months) and NFL (4.5 months) also push their valuations. Burman spoke to PTI about the road ahead of the IPL and remarkable turnaround of Punjab Kings who reached the final after 11 years. "We're already second in the world when it comes to per-match value, just behind the NFL. But overall brand value? That's a different game. I think we need a 12-16-week window to get there," said Burman, who is also the chairman of Dabur India. "That gives us space to tell better stories, build rivalries, and create more value for everyone - fans, sponsors, broadcasters. But it's not just about length. It's about what we do in that time - the kind of content we push out, how we engage fans year-round, how we build the league beyond the season. IPL has the scale. Now it's about consistency and depth." No need to take IPL abroad but can't take its supremacy for granted ========================================= The IPL's dominance in world cricket is undisputed but to maintain that envious position, nothing can be taken for granted, said Burman. "The IPL is already the biggest cricket product in the world, but staying there means not taking anything for granted. Player availability is crucial. We need a clean window where the best in the world can play without restrictions," said the 56-year-old businessman. "The fan experience must keep evolving. It's not just about cricket anymore — its sport, entertainment, culture all rolled into one. We don't need to take the IPL abroad — what we do need is to build global relevance. Content, players, and stories that connect with fans across the world." IPL owners venturing into overseas league smart and strategic move ========================================= Besides Punjab Kings, Burman and other team's co-owners have also invested in the Saint Lucia franchise of the Caribbean Premier League. Their IPL rivals too have expanded their ownership in multiple leagues including SA20, ILT20, MLC, CPL and most recently The Hundred. Burman is all for taking the IPL brand to the world. "It's a smart and strategic move. A lot of teams are now building a common core — with shared vision, systems, and values — across multiple leagues. That's what makes it sustainable and scalable," he said when asked about the trend of IPL teams expanding overseas . "For us, the goal is clear: build the Kings ecosystem across geographies and formats. Whether it's IPL or CPL, we want to run our teams with the same purpose — high performance, strong culture, and deeper fan connection. We're not just creating teams — we're building a brand that travels. And this is just the beginning," he said. PBKS reap rewards of success, up 25 percent year on year commercially ========================================== The IPL and its franchises are in the pink of financial health considering the phenomenal growth of the competition introduced in 2008. Considering that, is the on-field performance of a franchise heavily linked to its commercial success? "They go hand in hand. Strong on-field performances drive commercial growth — that's the reality. Brands want to be part of winning stories. We've seen that this year — we're up 25% year-on-year commercially. "More fan engagement, stronger sponsor interest, and better value across the board. This season proves that when your on-field and off-field stories align — that's where the real magic happens," he said. Bringing Ricky Ponting on board was the turning point ================================= Punjab Kings made their second final this season and first since 2014 after topping the league standings. It was a massive change of fortunes for a team that under-performed over the years. Ponting and Shreyas Iyer have been given a lot of credit for scripting the turnaround. "The real turning point came when we took a step back to think the direction of the franchise. Getting Ricky Ponting on board was the first step in our revamp. His arrival transformed the energy — and the mindset," said Burman. "Then came the auction, where we made strategic choice on balance, clarity, and intent. Backing Shreyas as captain was another big moment — he brought composure, vision, and a sense of Unity. "They didn't just see Punjab Kings as a franchise. They saw it as a project with potential. There's no hierarchy here — just one team, moving toward one goal. That's a powerful thing. "Off the field, we rewired everything — from marketing and storytelling to fan engagement. Commercially, we've seen strong growth. But what I'm most proud of is the culture — one rooted in belief, joy, and accountability. That's been the true foundation of the success," he added.
New Indian Express
4 hours ago
- New Indian Express
Vijay Mallya, rebranding a persona
Idefine a brand simply. The brand is a thought. A thought that lives on in a person's mind. This week, one such personal brand that lives in our collective thoughts jumped out of the blue and back into our public consciousness. Dr Vijay Mallya. While many who write on Vijay Mallya avoid the honorific, I still use it. The idea is to preserve what he wanted to be addressed as in public space, never mind the fact that he is a 'fugitive' on the run out of India accused in alleged economic offences done in India. In many ways, I stoked the fire. I put up a LinkedIn post right after the stellar IPL win by RCB. The Royal Challengers were no longer challengers, they were champions. In my post I said a simple thing: 'As we celebrate the success of RCB @18, it is important for brands to credit those who deserve it. RCB is today an IPL sensation. A business sensation even. It took a lot. Every brand has 'nayaks' & 'khalnayaks'. The role of Mallya as the builder of RCB cannot be forgotten. We must speak the correct along with the politically-incorrect.' I ended with, 'What say?' I have some 1,76,000-plus impressions on the post, growing by the minute. And people said a lot. I got a lot of flak. And crazily, a lot of admiration for calling a spade a spade. This got me thinking. And right then dropped the VM podcast. All this was preceded by his posts that told the world at large and his 5.6 million followers that he was still avidly tracking the IPL, ball by ball. In the podcast, VM said sorry to the Kingfisher Airlines staff whom he had left high and dry after the fiasco. He jolly well needed to. This is his big crime of omission and commission. The VM brand does not seem to be down and out, as most believe him to be. He is alive and kicking. And kicking a lot after the RCB win. As Brand VM is in focus again, let me quickly examine what went wrong and what went right for it. What went right first. VM did well when he decided to get his branding act right. He decided to step out of the mould of his father, the renowned Vittal Mallya. He realised that the business of spirits needed a spirited imagery that all the boring use of film stars in surrogate advertising could not handle.
