Does the IPL model make sense?-Special Report-Sunday Specials-Opinion-The Times of India

Now the IPL has been a success, it may be worth getting to know the business model behind it..I already hear that it has been taken as casestudy in some business schools. The interesting aspect of the IPL has been that the owners who bid the lowest ( Emerging Media ) have been the most successful. Their team - Rajasthan Royals have already entered the finals and may eventually win tomorrow if they play like what they did yesterday..Apparently, they will break even in the second year itself while it may take atleast 3-4 years for other owners ..

Does the IPL model make sense?-Special Report-Sunday Specials-Opinion-The Times of India:
"To get a fix on the answers to these questions, let's start from the source of the river of moolah. The IPL - read BCCI - has four major sources of revenue. The first is the sale of media rights for the matches, which will fetch the board $1 billion over a 10-year period. The second includes things like title sponsorship of the tournament, licensed merchandise and so on. Put together, these form what the IPL calls 'central revenues'.

From the sale of media rights, IPL will keep 20% for itself, give out 8% as prize money for the tournament and distribute the remaining 72% evenly between the 8 franchisees. These proportions are valid till 2012, after which IPL’s share goes up in two stages by 2018, with the shares of both prize money and franchisees declining.

The second stream - other central revenues - will be shared between IPL, franchisees and prize money in the ratio 40:54:6 up to 2017 after which IPL’s share will increase to 50%, the franchisees’ share will drop to 45% and the remaining 5% will go for prize money. The third major source is, of course, the amounts bid by the franchisees. The fourth stream comes from the revenues generated by the franchisee rights, of which 20% will be given to IPL.

From the franchisees’ perspective, while the share in central revenues will be a given, they can raise money on their own by a variety of means. These include selling advertising space in the stadia for home matches, licensing products for their team like T-shirts, getting sponsorship for the team uniform, advertising on tickets and so on, apart from the gate money. As already mentioned, 20% of all of this will then go to IPL.

What do the players make? Apart from the annual fee contracted with the franchisee, they get a daily allowance of $100 through the IPL season, which lasts about a month-and-a-half. The total amount spent on player fees for an IPL team cannot be less than $3.3 million each year and is actually expected to be significantly higher. In other words, players will earn about Rs 80 lakh or more per season on average, though the amount would vary from one member of the team to another.

Players could also get bonuses from the team owners and perhaps even the prize money that the team wins by virtue of where it finishes in the tournament. But it is for each franchisee to decide whether these payments are made to the players or not.

Even in the case of the annual fee negotiated between a player and the franchisee, not all of the negotiated amount may actually go into the player’s pocket.

This is because the IPL is reaching two different kinds of agreements with players when it gets them on board. Under one arrangement — called the "firm agreement", the IPL commits a certain fee to the player. If a franchisee bids more for that player in the auction between franchisees for different players, the IPL gets to keep the excess. Under the other - the "basic agreement" – the player gets whatever is bid for him. Not surprisingly, most players so far have opted for the "basic agreement".

iPhone - Kleiner's first investment

Kleiner Perkin's first investment on the iPhone fund as been on a LBS service offered by Pelago. Read on ...

That's the idea behind Pelago, the first company funded by Kleiner Perkins Caufield & Byers as part of the $100 million iFund the venture capital firm announced in March at Apple's last big iPhone event. Pelago's software, called Whrrl, ties the mapping capabilities of the iPhone and other smartphones with the ability to find information about places where you, your friends, or anyone has been. Say you're lost in Las Vegas and need a restaurant recommendation. With iPhone in hand, you can scan the locations of nearby restaurants, just Italian restaurants, or just those recommended by foodie friends. Or you could search for the highest-rated bars or kid-friendly activities recommended by friends from your social network. There's going to be a "what's going on around me right now" button, says Kleiner Perkins partner Matt Murphy. "You're always one button away from that immediate context."

Top 10 tech trends: Smart phones, alternative energies, Boomer technologies » VentureBeat

Below is an interesting analysis of the ten top tech trends predicted by "churchhill club" of silicon valley, which includes folks like Vinod Khosla and other reputed people from the investment community.

Top 10 tech trends: Smart phones, alternative energies, Boomer technologies » VentureBeat: "Trend 1: Customer data stored by different service providers will be combined to create more intelligent services. Josh Kopelman, managing partner at First Round Capital, a seed-stage venture fund, who founded online retailer Half.com (sold to eBay after a year for $300 million) said such customer data includes your financial records, dinner reservations, preferences in the iTunes store, random searches on Google and much more. In this way the Internet goes from satisfying explicit user needs (like searching for a friend to add on Facebook) to satisfying implicit needs (like telling who you should add and why adding them would be helpful to you).
Audience: 95 percent voted “Yes”.

Trend 2: Oil will have increasing difficulty competing with biofuels made from cheap non-food crops for transportation. Vinod Khosla (pictured left below, beside Kopelman), founder of Khosla Ventures, which focuses on alternative fuels and green technologies, said coal will become less competitive compared to reliable solar thermal and other alternative energy sources.
Audience: 90 percent voted “Yes”.

Trend 3: Water technology will replace abating global warming as a global priority. Joe Schoendorf, partner at Accel Partners, previously vice president of marketing for Appl" said the world is running out of usable water and this will kill millions more people in our lifetime than global warming.
Audience: 80 percent voted “Yes”.

Trend 4: The mobile device industry’s migration to smart phones will produce great disruption for big industry players. Roger McNamee, co-founder of Elevation Partners together with U2 lead singer Bono, and early private equity investor in technology, said the disruption will exceed what the PC industry experienced as it moved from character mode to graphical interfaces. Shifts in the competitive balance will hurt Motorola, Microsoft and probably LG Electronics, Samsung and Sony Ericsson. Apple, Nokia, Palm and RIM will do better. [McNamee's firm is an investor in Palm]
Audience: 75 percent voted “Yes”.

Trend 5: Booming market for healthy aging technologies Steve Jurvetson, managing director of Draper Fisher Jurvetson and well-known for his founding investment in Hotmail, said a booming market in such technologies will allow people in their 60s and beyond to continue working and living a good life. Every 11 seconds, a baby boomer from the 1940s turns 60. These people have time and money and are Internet-savvy, so they represent an enormous market for services like mental exercise programs and online education in various topics. It fits into a larger vision that could also include an eBay for information services that exceeds the market for physical goods.
Audience: 70 percent voted “Yes”.

Trend 6: Four-fifths of the world population will carry mobile Internet devices within five to 10 years. Schoendorf said mobile Internet devices are rapidly becoming the leading device category.
Audience: 50 percent voted “Yes”.

Trend 7: Algorithms will be constructed to develop new industrial chemicals, new biofuels and eventually artificial intelligence. This was Jurveston’s prediction.
Audience: 50 percent voted “Yes”.

Trend 8: The mobile phone is your most important device. This prediction by Khosla is similar to Trend 6, but he predicted an even more intimate connection with the phone: Mobile phone applications will extend beyond e-mailing to include a virtual credit card, your ID, access to location systems and personal information filing systems. If you lose your phone, your data on it will all be backed up on a network so that you can load it all on to a new phone. Ten years ago people thought it would be ridiculous to have a camera in your cell phone, in two years you will have two cameras per phone – one for taking photos of yourself, and one for taking photos of others.
Audience: 40 percent voted “Yes”.

Trend 9: There is going to be a venture capital shakeout. Lower costs and barriers to entry for startups will have a dramatic impact on the venture capital industry and lower returns. This was Kopelman’s prediction.
Audience: 40 percent voted “Yes”.

Trend 10: Within five years everything that matters to you will be available on a device that fits on your belt or in your purse. This was McNamee’s prediction, and it’s similar to Trend 8. This will cause a massive shift in Internet traffic from PCs to smaller devices.
Audience: 30 percent voted “Yes”.

HighContrast

One of the best casestudies during my Bschool stint was one on IDEO, which is a company known for its design and innovation. Recently, I came across a article on the same and found it interesting to be blogged ..

HighContrast: "Focus on Desirability

The core of the IDEO philosophy starts with a focus on desirability. Come up with something people want then figure out how to optimize the technical and business aspects of it. Keep in mind that designing for people means designing for a journey through the product/service lifecycle.

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The presenters told cautionary tales about clients who come up with a vision of something that people want but then cut so many corners to get feasibility and viability where they want them to be that the end result deviates substantially from the original vision.

The lesson here is to stay true to your vision. Apple under Steve’s inspired but at the same time occasionally ruthless leadership is probably the best recent example of a company doing everything it can to stay true to its vision. The teams building the iPod and iPhone jumped through a lot of hoops to build great products. Apple even took the risk of launching the iPhone on the relatively limited AT&T network rather than compromise their vision in dealing with larger mobile operators. Microsoft’s Vista is an example of a product that comes from a company which has lost some of its vision.
The Process

The IDEO process goes from observation to solution through intermediate three steps (a) synthesis, where observations get abstracted to a core form of knowledge and understanding about the domain, (b) th"

WebGuild: Social Networking and Mobile

Every interesting post on the intersection between online social networking and mobile. It is imperative that one does not overestimate this opportunity.

Also, interesting to note that browser based access accounts for close to 77% of data traffic and remaining is through WAP. Also, WAP traffic is going to see reduction in numbers as browsers start becoming more powerful..

WebGuild: Social Networking and Mobile

India Entrepreneurs - why they do not scale

Interesting thoughts on why Indian Entrepreneurs have not scaled up ( in an article in businessweek by Krishnamurthy)..I have personally seen some of this aspects..I agree to all the points mentioned ..

Treating the business like a family—almost literally: this might come as a surprise to those in the developed countries, but promoters of small businesses develop an emotional attachment to everything about the business, including the people. The leadership style is patriarchal. A significant majority have not fired anyone in their business. Performance orientation is lacking and a comfort with the status-quo is palpable.

Inability to prioritize: entrepreneurs engaged in small businesses are in a perennial "fire-fighting" mode. Everything appears to be a crisis. Considerable time and effort is expended on trivial matters often at the expense of growth, creativity and innovation. Strategy is conspicuous by its absence. Not surprisingly, the business remains small.

Inability to delegate and empower: the CEOs of small businesses find it extremely hard to delegate. Even after two decades, they want to be the ones to sign a cheque even if it is for only a few dollars. They want every little detail in every domain—how many units were produced, how many were sold, how many people were absent for the day, how many phone calls were made. As a result, they lose sight of the big picture. They are unable to envision a grand future. They cannot dream big.

Aversion to risk: what we witness in small businesses can be termed "Destructive Paranoia". There is a constant dread of what might happen next. Competition seems to send a chill down the spine. Getting into uncharted territory is anathema. Obstacles or downturns, that are bound to occur in any business, are looked upon as bad omens. This kind of hyper-conservatism blocks the generation of new ideas.

The learning curve—what is that?

Entrepreneurs running small and medium enterprises fail to keep pace with change—be it technology, be it customer expectations or processes that can transform their businesses. One is astonished to see the number of entrepreneurs who feel a sense of "mission accomplished." That is a euphemism for tunnel vision—I have a house, a car, a decent bank balance, business is OK, why should I bother learning new tools, techniques, and new ways of doing?

Sure, there are external constraints as well. Finance is a major issue and interest rates are high. Again, though this problem appears to be external, it has more to do with the mindset. small and medium entrepreneurs seem to think that the only way one can obtain finance is through debt. The fact that some of the best organizations in the world are zero-debt companies comes as a surprise to them. Nearly 95% of small and medium enterprises are either proprietary firms or partnerships. Just 6% are in the corporate sector and here again, a vast majority are closely-held (not listed on any stock exchange). Equity is seen as being both risky (sharing ownership) and difficult (who will subscribe to our shares?).