Happy Birthday MS Dhoni : ₹10,00,00,00,000 Crore Net Worth, Private Jet, Ducati 1098, 803 Crore Brand Value, Know It All
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Happy Birthday, MS Dhoni! From captaincy triumphs to financial success, Dhoni is a true icon. Let's explore Mahi's net worth, assets, and business empire. Net Worth In 2025
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As of 2025, MS Dhoni's net worth is approx. $120 million. That's around ₹1000 crore in Indian currency. A mix of IPL, endorsements, and smart investments fuels his wealth. IPL Salary Through The Years
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Dhoni earned over ₹204.4 crore from 18 IPL seasons. His salary peaked at ₹15 crore between 2018 and 2021. In 2025, he was retained by CSK for ₹4 crore as an uncapped player. Annual And Monthly Income
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Dhoni's annual income is estimated at ₹50 crore. His monthly earnings hover around ₹4 crore. Post-retirement, endorsements and IPL are key sources. Real Estate And Properties
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Dhoni owns homes in Ranchi, Dehradun, Pune, and Mumbai. His Ranchi farmhouse is a peaceful retreat with horses. He maintains a low-profile lifestyle despite massive wealth. Brand Value & Endorsements
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In 2025, Dhoni's brand value is ₹803 crore (\$95.6 million). He endorsed 72 brands, leading the celebrity endorsement charts. Big names include Dream11, GoDaddy, Boost, and Orient Fans. Top 10 Dhoni-Endorsed Brands
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Dream11, Gulf Oil, GoDaddy, Boost, BharatMatrimony RedBus, AMFI, Swaraj Tractors, Emotorad, Orient Fans These are among the most high-profile associations in 2025. Dhoni's Bike Collection
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From vintage bikes to sport beasts, Dhoni owns 20+ models. Kawasaki Ninja H2, Ducati 1098, and Yamaha RD350 stand out. His garage is a biker's dream, reflecting his deep passion. Car Collection & Luxury Rides
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Dhoni owns over 10 luxury cars including Hummer H2 and Ferrari. Highlights include Rolls Royce, Jeep Grand Cherokee, and Audi Q7. He's also spotted with rare vintage classics like 1969 Ford Mustang. Legacy & Lifestyle
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Does Dhoni own a private jet? Yes, reportedly he does. With over ₹1000 crore net worth, Dhoni is a sporting billionaire.
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Mint
16 minutes ago
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MS Dhoni turns 44: A look at magnificent career, accomplishments, records of Thala
New Delhi [India], July 7 (ANI): 'Thala', skipper, icon, legend, trophy collector, ICC Hall of Famer. A man with every trophy he could possibly have, commanding respect and adoration worldwide, legendary World Cup-winning captain MS Dhoni turned 44 on Monday. Rated highly for his calmness under pressure which would make most crumble helplessly, and his tactical excellence, Dhoni, since his international debut in 2004 till now, during these last few years of his career with Chennai Super Kings (CSK) in the Indian Premier League (IPL), has made a name for himself as one of India's most beloved sons, who has given back to his country and city of Ranchi, everything it could have asked him for. With 17,266 international runs, 829 dismissals and 538 matches across formats for India, Dhoni is not only amongst the world's greatest players but also a revolutionary. Besides Australia's Adam Gilchrist, he was among the first wicketkeeper-batters who showed the world that keepers could bat really well. At a time when the bare minimum of catching and stumping was required out of a wicketkeeper, Dhoni pushed the envelope further, contributing runs with the consistency and hunger of a top-order batting giant. He formed a formidable middle-order with Yuvraj Singh and Suresh Raina. Dhoni's strongest format is the ODIs. In 350 ODIs, he scored 10,773 runs at an average of 50.57. He scored 10 centuries and 73 fifties for India, with the best score of 183*. He is India's sixth-highest scorer in ODIs (with Sachin Tendulkar at the top with 18,426 runs). The fact that he managed to score 10,000-plus runs at an average of over 50 while coming down the order makes his statistics even more astonishing. He led India in 200 ODI matches, winning 110, losing 74. Five games were tied, while 11 failed to produce a result. He has a winning percentage of 55. Dhoni has won the ICC Cricket World Cup 2011 and ICC Champions Trophy 2013 for India as a skipper. Dhoni, known as Chennai Super Kings' "Thala" (leader), played 98 T20Is for India, scoring 1,617 runs at an average of 37.60, at a strike rate of 126.13. He has two half-centuries in the format, with the best score of 56. He was the winning captain of India's ICC T20 WC 2007 winning team. 'Mahi' led India in 72 T20Is, winning 41, losing 28, one being tied and two failing to produce results. His win percentage is 56.94. Coming to his long-format career, Dhoni played 90 matches, scoring 4,876 runs at an average of 38.09. He scored six centuries and 33 half-centuries, with the best score of 224. He is the 14th-highest scorer for India in Tests. As a captain, he led India in 60 Test matches, out of which they won 27 matches, lost 18 and drew 15. With a win percentage of 45.00, he is one of India's most successful skippers across all eras. He led Team India to the number one ranking in the ICC Test Rankings. He is also the only Indian skipper to whitewash Australia in the Border-Gavaskar Trophy, doing so in the 2010-11 and 2012-13 series. Dhoni is just as reputable in franchise cricket, being the sixth-highest run-getter in IPL history, with 5,439 runs in 278 matches at an average of 38.30, including 24 fifties, at a strike rate of over 137. He has secured five IPL titles and two Champions League T20 titles with CSK, making the franchise one of the most popular entities in the sporting world, largely on the basis of his own brand and name. Crowds follow and different fan clubs chant 'Dhoni' 'Dhoni' in unison when the batting legend makes even as much as an appearance inside his dressing room, gearing up for a possible chance at batting. When Dhoni broke into the national team in 2004, nobody could have imagined the heights the then-23-year-old would go on to achieve as a wicketkeeper-batter. His quickfire stumping and catching abilities, massive sixes, and the trademark helicopter shot will no doubt stay fan favourites for generations to come. (ANI)
Mint
17 minutes ago
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Stocks to buy today: Trade Brains Portal recommends two stocks for 7 July
Today, we recommend two stocks, one from the gas transmission sector and another from the petroleum products sector. These sectors ensure efficient energy delivery, driving industrial growth and are the prime beneficiaries of the change in the automobile transition. We also analyze the market's performance on Friday to understand what may lie ahead for the stock indices in the coming days. Two stocks to buy today, recommended by Trade Brains Portal: Castrol India Ltd Current price: ₹221 Target price: ₹ 260 in 12-14 Months Stop-loss: ₹200 Why It's recommended: One of India's top producers and distributors of industrial and automotive lubricants is Castrol India Limited. It is a division of the BP Group's Castrol Limited. In the Indian lubricant market, the company has a substantial market share of over 20%. Castrol provides reliable brands such as Castrol POWER1, Castrol MAGNATEC, Castrol EDGE, Castrol Activ, Castrol CRB, and Castrol GTX. Castrol India has three blending facilities and a vast distribution network that reaches more than 150,000 stores across the country. In Q1FY25, operating revenue was ₹1,422 crore, a 7% YoY increase over Q1FY24's ₹1,325 crore. The quarter's profit after tax (PAT) was ₹233 crore, an 8% YoY increase from Q1FY24's ₹216 crore. The automotive category, which accounts for 85% of the company's operations, contributed more to the overall volume gain of 8% YoY. In Q1FY25, the company provided more than 63 million liters of volume. Also Read: Travel Food Services IPO is ready for boarding. Is this your destination for returns? With 148,000 locations across India, Castrol is still growing its presence in rural regions, now serving 40,000 workshops and retail establishments. Castrol India and Triumph, a motorcycle manufacturer, signed a supply contract for Castrol POWER1 (complete synthetic 2-wheeler oil). Castrol made considerable strides in increasing its industrial product line's visibility and gaining new clients. It expanded its chemical management service (CMS) business to include a significant gearbox manufacturer. Furthermore, it is anticipated that the company's involvement in IMTEX 2025 will generate opportunities from both current and potential clients. Risk Factor: As a buyer of base oil, the company is primarily exposed to market risk concerning commodity pricing. The price of this commodity product can change significantly over short periods. Base oil prices typically follow the cycles of commodities. The majority of their operating costs are related to material purchases. The company hasn't signed any contracts for commodity derivatives. It should be mentioned that while there are derivatives for crude oil, there are no direct derivatives for base oil. Also Read: Marico has growth in place. Now, profit margin needs to improve. GAIL (India) Ltd Current price: ₹ 193 Target price: ₹ 230 in 12-14 Months Stop-loss: ₹174 Why it's recommended: In 1984, GAIL (India) Limited, a Maharatna PSU, the top natural gas firm in India, was founded. With a diverse natural gas value chain that includes trading, transmission, LNG re-gasification, petrochemicals, city gas, E&P, and LPG production and transmission. In India, GAIL holds a 50% gas trading share, a 70% market share in gas transportation, and a 15% domestic market share in polyethylene in petrochemicals. Currently, the firm operates 16,420 kilometers of NG pipelines. With a total production capacity of 1.4 MMTPA and a transmission capacity of 4.58 MMTPA for LPG, Gail operates five processing plants. The company's FY25 sales of ₹1,42,291 crore were a 7% increase over FY24's revenue of ₹1,33,499 crore. Gross Ebitda remained robust at ₹20,643 crore, a 22% YoY rise from ₹16,986 crore. Profit after tax also increased by 26% to ₹12,462.87 crore YoY. GAIL's Market Capitalization touched ₹1.60 trillion. The management anticipates that the company will make at least ₹4,500 crore in profit before taxes in FY26. The company achieved the highest-ever annual Gas Transmission volume of 127 MMSCMD and the highest-ever total annual LPG Transmission volume of 4.478 MMTPA in FY25. The company signed a long-term contract with Qatar in FY25 for a volume of 0.75 MMTPA; supply for this contract began in April 2025. The KLL Dabhol Breakwater project was also finished. In 2025-26, the volume of gas transmission is anticipated to reach 138-139 MMSCMD. About 50% of the previous APM decline was offset on 18 April, 2025, when MOPNG allocated GAIL 0.32 MMSCMD of new well gas for LPG production. This is expected to improve output and increase profitability. 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The BSE Sensex increased 193.42 points, or 0.23% from its opening price of 83,306.81 to its closing price of 83,432.89. The Nifty ended Friday above all 20/50/100/200 EMAs, with the Nifty 50 RSI at 61.01. Furthermore, the Sensex closed above all 20/50/100/200 EMAs, while the BSE Sensex RSI closed at 59.85, far below the overbought level of 70. Furthermore, on Friday, the India VIX dropped to a 9-month low of 12.32, indicating an easing of investor apprehension and an improvement in market mood. Also Read: Made in India semiconductor chips are in focus. Watch out for these 5 stocks On Friday, most indices closed the day in the green. One of the biggest gainers was the Nifty Oil and Gas index, which ended the day at 12,002.35, up 125.05 points, or 1.05%. The index rose to 4.43% on Friday, with Bharat Petroleum, Indraprastha Gas, and IOCL among the top gainers. The Nifty Realty index, which closed Friday at 971.95 after increasing 0.91%, was one of the top gainers. Phoenix Mills, Brigade Enterprises, and Raymond Realty all had gains of more than 2% on Friday. On Friday, certain indices ended the day in the red. The Nifty Metal index dropped -43.05 points, or -0.45%, to close the day at 9,580.40. SAIL, Tata Steel, and Jindal Stainless all fell more than 1.3%, sending the sector into a tailspin. Friday saw a bearish trend in Asian markets. While the South Korean Kospi index fell -2.04%, or -62.37 points, to close at 3,054.28 points, the Hong Kong Hang Seng index fell -0.48%, or -115.89 points, to close at 23,916.06. At 39,810.88, Japan's Nikkei 225 closed the day unchanged, up 24.98 points, or 0.06%. The Shanghai index gained 11.17 points, or 0.32%, to close the day at 3,472.32. The US Dow Jones Futures ended Friday's trading session at 44,572.15, down -258.37 points, or -0.58%. This week's Nifty 50 index declined by 0.69%, indicating that investors are becoming cautious going forward due to several issues, including the upcoming Q1FY26 company reports, tariff updates, and additional geopolitical developments. Trade Brains Portal is a stock analysis platform. Its trade name is Dailyraven Technologies Pvt. Ltd, and its Sebi-registered research analyst registration number is INH000015729. Investments in securities are subject to market risks. Read all the related documents carefully before investing. Registration granted by Sebi and certification from NISM in no way guarantee performance of the intermediary or provide any assurance of returns to investors. Disclaimer: The views and recommendations given in this article are those of individual analysts. These do not represent the views of Mint. We advise investors to check with certified experts before making any investment decisions.
Mint
18 minutes ago
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Ad agencies want to do it all. But the ultimate loser is the brand
Mumbai: In Indian advertising today, there's one common pitch: We do it Media. Martech. Influencers. AI. Commerce. If there's a funnel, every agency wants to own it, end-to-end. But here's the problem: the more agencies chase dashboards and data layers, the more indistinguishable they become. And amid this convergence chaos, the oldest question in the business is being ignored: Who's thinking about the brand? 'Everyone wants to solve the full funnel, but the real moat is still in brand thinking," said Paritosh Srivastava, chief executive officer (CEO) of Saatchi & Saatchi, BBH India and Saatchi Propagate. 'Creative shops are now offering media, media agencies are hiring content teams, and consultants are peddling brand strategy. But if everyone does everything, who's standing for something?" Srivastava adds that while Publicis Groupe's Power of One model helps agencies deliver integrated solutions, the danger lies in sameness. 'At some point, clients will ask what your real superpower is. You have to be famous for something." Dheeraj Sinha, group CEO, FCB India and South Asia, 'It's no longer about just being a service provider. We're now in the business of business outcomes." Under his leadership, FCB has merged its creative, digital, and performance units into a single platform, building AI-driven content and full-funnel services. 'But amidst all this, our job remains to keep brands culturally rooted. That can't be captured by CTRs (click-through rates) alone." Sinha is also quick to point out the value of integration, when done right. 'The creative idea is still the nucleus. If media and performance are not orbiting that, we risk becoming mechanical executors rather than cultural creators." S. Subramanyeswar (Subbu), group CEO-India and chief strategy officer-APAC at MullenLowe Group, is taking a different tack: creating proprietary knowledge products like 'State of States' and pushing for what he calls "ecosystemised thinking". 'Too many agencies today speak in acronyms and tools, but where is the soul?" he asked. 'We're not just glueing services together. We're productizing ideas. And at the heart of it is cultural intelligence. Without that, you're just delivering media, not meaning." That cultural intelligence, Subbu said, is becoming a rare commodity in a hyper-programmatic world. 'Even clients are asking: Who's bringing me that human lens?" Marketers aren't blind to the shift. But they're also worried that creative ambition is being replaced by templatised efficiency. 'We deliberately pivoted from a functional, product-first pitch to emotional storytelling," said Ravi Chawla, managing director and CEO of Gulf Oil Lubricants India, in a recent interaction. 'Whether it's through cricket, retail or digital, the aim was to build resonance, not just impressions. The agencies that got us there understood grassroots insight, not just full-funnel fluency." For Inderpreet Singh, head-marketing at Birla Opus Paints, this tension is sharper. The brand is a late entrant in a commoditised category, and its IPL investment needed to punch above weight. 'We constantly debate ROI (return on investment) versus memorability. If your agency only talks numbers, they're missing the point. Our mandate is to create memory structures. That comes from insight and consistency, not algorithmic success." He added, 'We want to be a brand people remember, not just one they saw during a sale. That takes more than reach. It takes relevance." That push and pull is being felt on platforms, too. Sana Shaikh, director at Flipkart Ads, sees both sides. 'The line between brand and performance is vanishing. Today, creative storytelling has to happen inside a cart, inside a scroll, inside a second," she said. 'We're giving agencies and brands tools to build relevance at speed. But that also means traditional agencies need to unlearn a lot." But even as platforms reshape the playing field, some argue the bigger threat comes from inside the agencies themselves. 'There's a creative stagnation setting in," one independent agency founder said, speaking anonymously. 'You see the same templates, the same performance playbooks, the same KPIs (key performance indicators). If every agency looks like the other, where's the edge?" Some clients are starting to notice. A senior marketer at a consumer tech firm added, 'We're pushing our agencies to stop being reactive. Everyone's optimising. No one's imagining. It's hurting differentiation." Legacy agencies are trying. But the real challenge may not be transformation, but restraint. Not chasing every revenue stream, but knowing what to protect. 'The market is moving towards efficiency, but let's not forget the irrational power of stories," said Shubhranshu Singh, chief marketing officer (CMO) of Tata Motors Commercial Vehicles and a board member of the Effie Lions Foundation. 'You can measure short-term impact. But long-term brand value? That takes trust, culture and belief." Dheeraj Sinha puts it bluntly: 'If you're not building long-term IP (intellectual property), you're just renting attention." India may have had a big year at Cannes Lions 2025, with 32 awards and culturally sharp campaigns. But ask agency leaders and CMOs alike, and the unease is clear: creativity is at risk of being crowded out by commerce.
