more elusive.
It has inspired a wave of franchise-based models across sports such as kabaddi, football, volleyball, kho-kho, hockey, motorsports, chess, even pickleball. But all of these remain mired in structural challenges. Broadcaster exits, ownership changes and the struggle to maintain fan engagement through the off-season continue to test the resilience of many non-cricket franchise leagues — which, in turn, result in more personnel quitting and
more changes.
There are no easy solutions. Fixing the issue needs long-term investment including grassroots development, better governance and cost discipline. “The IPL was built on the back of decades of investment in cricket. In most other sports, however, leagues have been launched without first strengthening the grassroots,” said Vinit Karnik, managing director for content, sports and entertainment, WPP Media South Asia. “Sustainable success depends on talent pathways, infrastructure, fan engagement and governance. Once these are in place, commercial interest naturally follows,” he added.
In 2024, non-cricket sports in India generated Rs.2,559 crore, contributing 14% to the overall sports industry. The segment is growing at 24% annually, which is a healthy sign. Improving performances by Indian athletes at the Olympics, Asiad and Commonwealth Games has also sparked fresh interest in these disciplines.
Challenges in store
The success of any league hinges on its ability to attract fans — in the arena as well as on TV screens. Watching the IPL become the behemoth that it is and sensing an opportunity to cash in, corporates such as Reliance, Tech Mahindra, GMR, JSW, Adani, Swiggy and Capri, along with celebrities such as Abhishek Bachchan, John Abraham, Virat Kohli and MS Dhoni, rushed in. They invested in teams and on players, partnering with different leagues in different ways. Entrepreneurs including upGrad’s Ronnie Screwvala, PhonePe’s Sameer Nigam and Cult.fit’s Ankit Nagori also joined the action. Their investments and star power kept these properties in the news, but business stability has been harder to achieve.
Most franchises tend to recoup their investments through sponsorships and media rights. Given that cricket attracts the Royal Bengal Tiger’s share of the cash pot, this is easier said than done.
But still, broadcasters see merit in diversification. Rajesh Kaul, head of sports at Sony Pictures, said, “Providing exposure to non-cricket sports on a mainstream linear platform not only helps the sport grow, but also lends variety to the content mix on the network.”
“Non-cricket opportunities offer us more than just visibility — they bring cultural capital and a chance to stand out authentically. Whether it’s kabaddi’s stronghold in India’s heartland or table tennis and ice hockey’s growing urban and global appeal, they help us expand audiences, build trust and future-proof our brand,” said Vineet Singh, SVP – Brands, Pocket Entertainment, which has signed up as the official entertainment partner of Patna Pirates in the Pro Kabaddi League and the back-of-jersey sponsor of Jaipur Patriots in Ultimate Table Tennis.
A mountain to climb
Of all the leagues, the Pro Kabaddi League (PKL) has been the most successful. Since 2014, it has developed into a sustainable property, featuring a media rights deal worth `900 crore and franchise valuations exceeding `100 crore each. Ten players crossed the `1-crore salary mark this season, underscoring PKL’s scale. But even for a league with such strong underlying data, ratings have plateaued in recent years. This highlights how big a challenge it is to maintain momentum.
“Kabaddi’s focus on grip, strength, and strategy aligns seamlessly with Roff’s promise of superior bonding and durability, making the association authentic and impactful. Kabbadi’s appeal among our users and trade community enables meaningful engagement, making it a natural fit for our brand. From a business perspective, it’s about building a lasting connection with millions who see their values reflected in the sport and in our brand,” Sandeep Tanwani, Chief Marketing Officer, Pidilite, which has partnerships with PKL franchises through its tile adhesive brand Roff.
Meanwhile, football’s Indian Super League (ISL) has had a difficult journey. Reliance and Star launched it with big ambitions, but franchises posted significant losses. The All India Football Federation (AIFF) received Rs 700 crore over 15 years from Reliance as a commercial rights fee, even as other stakeholders bore the brunt of financial losses. Eventually, Star exited and Viacom18 took over broadcast rights. Now controlled by JioStar, the Reliance and Disney venture, the ISL is caught between a proposed shared ownership model and AIFF’s preference for minimum commitments, leaving its commercial model unresolved and casting doubts over the future of the league itself.
Alternate approach
The Prime Volleyball League (PVL) has taken a leaner approach. Valued at `500 crore and now in its fourth season, PVL counts cricketer KL Rahul, actor Vijay Deverakonda and PhonePe CEO Sameer Nigam among its owners. By giving franchises equity in the league operation, costs have been kept under control. But still, it lacks significant media rights revenues and has turned to YouTube streaming to expand reach.
The Indian Supercross Racing League’s (ISRL) second season gets underway later this month. “ In today’s experience-driven economy, it provides unmatched value by enabling genuine engagement on-ground and across digital platforms,” said Selvaraj Narayana, executive director, KTM North America. KTM has been onboarded for the ISRL and is the official bike partner for Tricolor Motorsports.
Tuhin Mishra, CEO of Baseline Ventures which co-owns PVL, said: “When we decided to dive deep into volleyball and start India’s first privately-owned professional league, we looked at India’s grassroots tradition, the sport’s global popularity and its advertiser-friendly format. PVL is also the only league where team owners are also league owners, ensuring everyone is invested in long-term success.”
As the losses pile up, many franchises change hands, while occasionally, leagues too have been suspended. This year, the Premier Badminton League, dormant for five years, is planning a comeback. Tennis, too, has seen multiple iterations. Hockey India League returned after a seven-year gap, the fourth time a professional hockey competition has been experimented in India.
Governance has emerged as a key differentiator. Hockey India president Dilip Tirkey said, “Unlike privately owned leagues, our mandate as a federation is development first. Instead of upfront franchise fees, we are offering teams a franchise fee holiday to reduce entry barriers and encourage long-term investment.”
In such uncertain times, investors plead for patience. Satyam Trivedi, CEO of GMR Sports, which has launched the Rugby Premier League through a partnership with the national rugby federation, said, “Along with our franchise partners, we are committed to a long-term approach, building from the grassroots, creating strong on-ground experiences and steadily growing the audience. We are confident that with the right patience and structure, rugby has the ingredients to become a sustainable and scalable sporting property in India.”
Future perfect
Experts also said it is too early to conclude whether India’s non-cricket leagues are successes or failures. Most are in transition, searching for a balance between sport and commerce.
“The demand for varied sporting content is only growing. Sports is no longer just about visibility; it has also become an asset class in its own right,” said Rajesh Sethi, PwC India’s partner and leader for media, entertainment and sports. “The IPL did not become a $16-billion enterprise overnight; it took 18 years of consistent building. For leagues that want to create long-term value, the path is clear: Keep costs under control, diversify revenues beyond broadcast, build strong talent pipelines and use technology to drive year-round fan engagement. If these foundations are laid with discipline, the league will not only endure but evolve into a self-sustaining ecosystem,” he added.
And if someone was still unsure about whether investors will put their money into starting a new league in such an environment, consider this: The inaugural edition of the Archery Premier League (APL) just got underway last week. “We are building the APL as a global property that blends world-class sport with entertainment, history and culture, at a cost model designed for sustainable franchises,” said APL director Anil Kamineni.
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