Strategic Marketing Plan for Pakistan Super League (PSL) Growth

This project presents a comprehensive marketing plan for the Pakistan Super League (PSL), developed by a team of BBA students. The plan outlines the historical background of PSL, its marketing goals and objectives, including mission and sales, profit, pricing, and product objectives. A detailed market analysis examines the global and local business environments, including political, legal, demographic, social, and competitive factors. The consumer analysis focuses on the target audience, while the marketing focus covers product, promotion, place, and pricing strategies. A SWOT analysis identifies strengths, weaknesses, opportunities, and threats. Financial information includes break-even points, return on investment, and franchise details. The plan aims to enhance PSL's revenue, brand value, and overall market position, providing recommendations for future growth and success. The project offers a strategic approach to maximizing ticket sales, merchandise, and sponsorship deals, while also considering the impact of the COVID-19 pandemic and competition from other cricket leagues.

Submitted to:
Mr. Malik Asad Nadeem Awan
Submitted by:
Muhammad Husnain Ali (L1F19BBAM0526)
Noraiz Ahmad (L1F19BBAM0268)
Huma Sohail (L1F18BBAM0029)
Ume-Habiba (L1S20BBAM0270)
Atif Rehman (L1F19BBAM0292)
Major:
BBA
Course:
Marketing
Section:
F
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Title Page:
Company: Pakistan Super League (PSL)
Project: Marketing plan for growth of brand
Span: 2022-2024
Team Name: Super Sellers
About:
Team Super Sellers worked on a new strategic marketing plan for the growth and expansion of
Pakistan Super League, a league established to raise growing the standards of domestic cricket in
Pakistan and to elevate the name of Pakistan in growing sports industries. In this plan we looked
on various factors and devised a marketing plan which will affect positively on financial as well
as entertainment entities.
Contents
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Title Page:..................................................................................................................................................2
About:.....................................................................................................................................................2
Cover Letter...............................................................................................................................................5
Historical Background:.............................................................................................................................6
Marketing goals and Objectives:..............................................................................................................6
Mission statement:.................................................................................................................................6
Goals:......................................................................................................................................................6
Sales objectives:.....................................................................................................................................7
Profit objectives:....................................................................................................................................7
Pricing objectives:...................................................................................................................................7
Product Objectives:...............................................................................................................................8
Market Analysis:.......................................................................................................................................8
Environmental Analysis - Global Business Environment:.....................................................................9
Political and Legal:................................................................................................................................9
Demographics:.......................................................................................................................................9
Environmental Analysis - Local Business Environment.........................................................................9
Social/Cultural.....................................................................................................................................10
Competition..........................................................................................................................................10
Consumer Analysis:.................................................................................................................................10
Marketing Focus:....................................................................................................................................11
Product:................................................................................................................................................11
Promotion:...........................................................................................................................................11
Place:....................................................................................................................................................11
Price (Revenue & Expenses):..............................................................................................................11
SWOT Analysis:......................................................................................................................................11
Strengths:.............................................................................................................................................11
Weaknesses:.........................................................................................................................................12
Opportunities:......................................................................................................................................12
Threats:................................................................................................................................................12
Financial Info:.........................................................................................................................................13
Break Even Point:................................................................................................................................13
Return on investment:.........................................................................................................................13
Franchise price:...................................................................................................................................13
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Players Salary Cap:.............................................................................................................................13
Prize Pool:............................................................................................................................................13
Graphs and Tables:.................................................................................................................................14
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Cover Letter
Title: Marketing Plan for PSL
To: Pakistan Cricket Board
Overview:
Pakistan Super League attained major success on its commencement in 2015. Our project
includes different aspects such as financial body, market analysis, environmental analysis,
impact it made and how this league system works. We have stated some facts and details about
our marketing plan of Pakistan Super League.
We carefully aligned each and every detail required for the plan. As an admirer of this long time
work on this amazing project by the team we would like you to see the detailed work on the
marketing plan. So you will know how this plan will affect the revenue stream and will call to
attention various factors that are lacking attention and needs the focus of PCB, the governing
body of PSL.
This is a short term project ranging to 3 years or 3 seasons. We did a deep research on how to
boost the revenues and local things that will attract huge audience in stadiums as well on
broadcasting network. This project will enlighten how we can work on some departments in the
league.
By:
Super Sellers.
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Historical Background:
This plan originated when our mentor Mr. Malik Asad Awan gave us a task to make a sample
marketing plan on any of the local product/brand. Teams were formed and when team Super
Sellers came with an idea, which after research became a proposed marketing plan. We started
working on it less than a week before the submission on 21st of June, 2021. Preparing a
marketing plan for PSL was a very research oriented process, one of a kind premier league of
Pakistan, which had helped improve the financial situation of Pakistan and paved a way for
international cricket to come back after less than a decade. We have identified different
loopholes in the existing marketing plan of PSL so we can make changes in the strategy of it.
Out marketing plan is basically inspired by many leagues, such as NBA, UEFA and IPL. By
following the plan PCB can definitely earn a great profit.
Marketing goals and Objectives:
Mission statement:
To promote cricket as the ultimate sporting event and to provide the required infrastructure,
financial aid knowhow, services and opportunities for our volunteers, players and coaches to
enjoy, have fun and thrive in the beautiful game of cricket. To provide people with the
entertainment after the war of terrorism, which Pakistan was deeply affected.
Goals:
1. To provide fans of Pakistan cricket with fast, entertaining and international cricket.
2. Big brands joining hands with PSL to sponsor the event, and in return getting their
needed marketing done.
3. Brands are also sponsoring the franchises which provides them with the publicity of
players.
4. To provide fans with the real side of PSL by releasing BTS and many different shows.
5. Flexible timings so fans can came in evening and can leave at night when the match is
done.
6. Providing the employees of PCB, such as officers, curators and ground staff with
adequate source of income.
7. In making Pakistan’s cricket more aggressive and according to modern standards.
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8. To make PSL, one of the best leagues of the world.
Sales objectives:
 To maximize the ticket sales and merchandise in Pakistan and abroad, to increase the
revenue generated in the central revenue pool of PSL.
 Every cricket board wants to create their own cricketing league which will divide the
viewership of world cricket, its a crucial thing that should be monitored by ICC, so sales
of limited leagues of world cricket is not interrupted.
 Pakistan Super league has done good with sales in the events that are entirely held in
Pakistan, with broadcast sales increasing up to 358% which is 90 million dollars and to
increase the ticket sales by renovating stadiums to modern standards and maximizing the
sales by tickets.
Profit objectives:
 PSL season 1 yielded a profit of 3 million dollars, the next season yielded a profit of 10
million dollars and thus maximizing their profit in 2019 which was about 26 million
dollars. The brand value of PSL in 2017 was about 400 million dollars after just 3
seasons and it has increased to about 1 billion dollars in 2021. But not to suffer losses and
make profit PCB needs to work on player purse, so franchises can buy ultimate players of
the world cricket. PCB will be able to grow to heights with profits in 100 of millions and
brand value to about 2 billion dollars.
 PCB should invest more of their profit on social media marketing to yield more in return,
PSL Instagram following is about 900K and that of FB is 3.5 million while Pakistan’s
population is about 222 millions, it is needed to be seen, so PSL can earn huge revenues
on sponsorship deals.
Pricing objectives:
 Pakistan is rich in its fast balling talent, and each year teams come with best, cheap and
raw talents, who becomes a star in 1 or 2 years. Quality of cricket is better in PSL than
IPL as admitted by many foreign players. Thus players who wants to play good quality
cricket, choose PSL on low prices than IPL. PSL’s tickets are needed to be less expensive
to attract big crowds.
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 As a customer it is not easy to get cheap tickets and official merchandise is also not easy
to get, which is a huge problem need to be addressed. Making in bulk can reduce prices
for customers and investing on the stadium’s capacity is also a factor.
Product Objectives:
 PSL is a marketing niche and its products are the franchises, who gets a share in central
revenue pool. While profits attained by franchises through sponsorship and an annual fee
helps PCB to organize the whole event.
 To increase revenue PCB needs to add two more teams so more products can increase
profit, duration and entertainment to audiences. More customers will be added to the
product portfolio. Franchise names are based on city names, so more city or state names
thus more capitalization of the products and more customer base to product.
Market Analysis:
With positive figures of profit coming in every upcoming season, despite the fact that Covid-19
has halted business activities, 2020 was a major success in the whole history of PSL and was
entirely held in Pakistan. A news agency reportedly estimated that PCB and franchises earned a
profit of about 20M$. On the other hand, IPL, the biggest cricket event was held in UAE without
fans and were less popular in 2020. With 2021 all contracts of PSL will end, including
broadcasting rights and all sponsorships and there will be more profit coming into account when
new deals will be made.
PSL has to follow the approach of more attractiveness in season 8, to attract new audience on tv
and on ground. Next season will come with more new stadiums and new audience.
Pakistan Super League is estimate to secure a broadcasting deal of over 200M$ for next 3
seasons. With more stars to come into stands to support teams in upcoming season, next seasons
will be major success after the corona situation. After 3 years, franchise values will increase
many folds and PCB expects the profit to boom to 500M$ by next years.
In 2021, PSL faced drawbacks in organizing the event in UAE but support from the government
ensured that event is organized properly.
Environmental Analysis - Global Business Environment:
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Pakistan super league is the first league of its kind in Pakistan, it is based on international
standard, it is a direct competition to many leagues but will require about 5 to 7 years to be on
the top of the world. In past two seasons it was greatly affected by Covid-19 situation, but next
season will be of the biggest event Pakistan has ever seen.
Political and Legal:
Pakistan super league is a new business in Pakistan, so it was exempted from the taxes for 7
years, it is a body of PCB, PSL committee sees through the organizing of event, players security,
and many other legal entities. PSL committee consists of PCB operatives and franchise owners.
Demographics:
Over 80% of the population of Pakistan is under 65 years old. Their ages ratios are:
 Age 5-19(20.5%)
 Age 20-44(30.1%)
 Age 45-64(26.8%)
 Age 65 + (16.5%)
Where 53.1% are females and 49.9 are males.
About 60% of population is a target of viewership, but due to lack of marketing in small markets,
PSL is not fulfilling its target.
Environmental Analysis - Local Business Environment
PSL has no local competitor, it consists of six teams be participating in the event, Pakistan Super
League was a major success factor for different business entities, these entities sponsor the event
and get their marketing done by it. There are sixteen brands sponsoring Pakistan Super League
season 7.
o Brighto Colours
o Cool and Cool
o Osaka Batteries
o Oppo
o Dastak
o Golootlo
o Tapal
o Pepsi
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o Inverex
o Trans Group
o Blitz
o FM 108
o TCS Ticketing
o HBL
o Jubilee Life Insurance
Social/Cultural
 Social media usage during live matches doubles the fun as Pakistan has nearly 70
million Internet users and during match timing viewership and hashtags of PSL
explodes the internet. Witch each fall of the wicket, and each run scored many
keyboard warriors root for their team or sometimes bashed their opponents.
 Pakistan Super League can bring foreign players into Pakistan and it can increase
new doors of foreign tourism, along with a boost into the economy and
strengthening the international relations as well.
 Economic experts, called this process as sports tourism and emphasize on its
importance along with an increase in government revenues and promotion of
indigenous culture activities
Competition
Level of competition is so high in world cricket league but PSL now stands at 2 top spot in world
cricket, there is no way this league will not succeed, the 28 days long cricket tournament has
gathered so much of attention that now many International stars want to feature in the next
edition of PSL and showcase their talent in front of energetic Pakistani fans.
Consumer Analysis:
 No doubt the competition of PSL Is with IPL, but the products range varies form them,
they use cheer leading squads, legal betting and have more international sponsors while
Pakistan has conservative audience and doesn’t want many things to run in this
prestigious event. Pakistan has succeeded in winning the hearts of all no matter what and
has targeted to get more viewership by promoting game of cricket all over the world.
 PSL should focus promoting cricket where cricket is not so popular, this tactic will help
to raise the viewership that it gets mostly in south Asia.
 PSL should focus to bring more cricket to associate nations, countries in middle east,
USA, Europe, and American continent and in under develop countries of Africa. This
way Pakistan will get huge broadcasting deals and thus will compete one on one with
other successful leagues in the world.
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Marketing Focus:
Product:
 6 teams are products which are owned by owners.
 Teams consist of international and local players altogether.
 Players are part of the product or cost to franchise owners.
Promotion:
 Advertisement across various media platforms.
 Pitch the tournament as entertainment option rather than just a sport only.
 Gorilla marketing strategy of hit and run, try as many mediums as possible to advertise
the league
Place:
 The event has teams from all provinces of Pakistan and ultimately every team has its own
ground.
 Try to create a loyal fan base by creating passion around the cities and over the web.
Organize sub events in stadium, hype the event before it starts.
Price (Revenue & Expenses):
 Revenue: Central (media rights, Sponsorship rights) Local (Sponsorships, Gate receipts,
Ticket Sales)
 Expenses: Central (Team Franchising Player Costs & Marketing Costs) Local (Stadium
Expenses.
 Expenses like administration and event management.
SWOT Analysis:
We study the Pakistan Super League as a Brand, we may run over its Strengths, shortcomings,
Opportunity, and Threats.
Strengths:
 The configuration of T20 cricket is itself extremely helpful and connecting with from the
point of view of a fan as its fast, entertaining and match duration is 2.5 hours. It is very
well played on a work day evening and ends of the week too, very much like the NBA,
Champions League, or IPL.
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Weaknesses:
 T20 is so mainstream nowadays it might influence the game and longer arrangements of
the game, this would at last blur the magnificence of the Test Cricket, and ODIs.
 Fans are continually requesting their groups to win and along these lines transfer market
and demand of new mentors would consistently be there; this will put establishment
under a ton of strain to manage fans' assumptions.
Opportunities:
 Since there's a ton of expected crowd during the cricket season, PSL is alluring as
promoting correspondence, especially for Brands and Advertisers.
 The group capacities under a few establishments, each establishment is liable for its
showcasing to contact the greatest number of crowds and draw steadfast fan base for their
individual side, this would eventually help the PSL brand and fan base will produce
enormous TV incomes.
 There's an immense chance for Merchandising: Sales of shirts, covers and band, and so
forth grounds can likewise sell rewards and different administrations during games.
 Teenagers should be designated to make a dependable and long-term fan base, as in-
your-face cricket fans would incline toward longer arrangements however to develop the
class and brand, youth should be the core interest.
Threats:
 The degree of contest consistently decides the franchise’s drawn out objective. During
the initial three seasons of contest and standard was so high, which constrained numerous
Icon players like Ab devilliers and Brandon McCullum to come and highlight in PSL. In
the event that Competitiveness drops anytime, this will bring about an absence of Interest
from International players, and subsequently the allure of the game will fall.
 From the proprietor's viewpoint, return on investment holds extraordinary significance as
the initial 3 releases of PSL, League didn't produce a heap of cash true to form, however
from 2019 onwards it is normal that PSL in Pakistan would connect more crowd and fan
base will create more case for the establishments.
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Financial Info:
Break Even Point:
There is no breakeven point in previous 6 years. But in 2019 gross profit gradually decrease as
compared to previous years due to COVID-19.
Return on investment:
The data show that all teams in the league are having negative return on investments during the
first season that is 2016. The returns for Multan Sultan are not applicable for first and second
season because it joined PSL from third season. The data table clearly shows that none of the
franchises is able to make returns during the first four seasons. The returns on investment for all
franchises is negative. Suddenly, in the fifth season, the returns have become positive showing
the long-term profitability of investing in cricket franchises. Still Multan Sultan is having
negative return, buts returns are also increasing on yearly basis. The Figure presented below
shows the trend of franchises returns over the years.
Franchise price:
Total of first five franchises were sold at a price of 97 million dollars for 10 years and later
Multan Sultans was sold for a price of 5.7M$ per year for 7 years.
Players Salary Cap:
Each franchise was allowed to buy players, coaches and sporting staff within 1.2M$ purse.
Players were divided into different categories with each category having different prices.
Prize Pool:
Pakistan super league has a prize pool of about 10M$ for best players, Man of match awards, and
for positions of different teams on the table. The champion gets 1M$
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Graphs and Tables:
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