Author(s): KIM, W. Chan, MAUBORGNE, Renée, KOO, Oh Young
Launched in 2008, the Indian Premier League (IPL) has reinvented what the game of cricket and cricket leagues mean by transforming the long-winded gentlemen’s game into a thrilling three-hour sports drama. The result has been the creation of a blue ocean of new market space that has achieved tremendous success, creating all-new demand for the sport not only in India, but around the world. At the IPL games, people not only see the best and the hottest cricket players in the IPL’s eight extravagant teams, they are also entertained by Bollywood music, shouting and dancing with cheerleaders during the intermissions. As a result, the IPL opened a new market space, called “cricketainment,” in which cricket is played and enjoyed in a completely different way. In so doing, the IPL became the most popular primetime TV show for Indian families, finding its target audience in non-traditional cricket viewers. Most importantly, the creation of cricketainment neither displaced nor disrupted existing domestic leagues and other forms of entertainment. Rather, IPL unlocked a nondisruptive market that was beneficial to both domestic cricket leagues and the entertainment industry.
The online case “Indian Premier League: Creating a Blue Ocean in Sports” is a self-paced case study that lets students analyze the strategic logic behind the launch of the Indian Premier League using blue ocean analytical tools and frameworks. This case unfolds by having students read a short, interactive case, watch an exciting video clip, and take two sets of online quizzes to test what they have learned about its blue ocean market-creation process. Given that this is self-learning material, it is good to either provide the case as a wrap-up of Blue Ocean Strategy learning, or conversely, as a warm-up.
The background note, “The Indian Premier League: Innovation Without Disruption” examines the IPL’s path to create a new market through the lens of nondisruptive creation. By applying Chan Kim and Renée Mauborgne’s three-step process, we explore how the Board of Control for Cricket in India (BCCI) was able to create and seize a brand-new opportunity that did not come at the expense of, nor displace, others as disruption and creative destruction do. This analysis broadens the prevailing view on innovation and growth that increasingly treats disruption as synonymous with innovation and the essential driver for market creation. In doing so, it expands our understanding of innovation and growth by introducing the complementary concept of nondisruptive creation that allows organizations to create new markets without displacing established players or markets.
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