Havas Play has joined hands with tennis icon Mahesh Bhupathi-led SG Sports, Media and Entertainment to create new sports and entertainment properties in the country, a la Indian Premier League. In an interview, Ramachandran Venkatasubramanian, COO of Havas Play, told Toshiro Agarwal that the collaboration will target popular global sports such as squash, pickleball, motocross among others and strengthen the sports and entertainment infrastructure in the country. Edited excerpts:
How does Havas’ partnership with SG Sports, Media and Entertainment align with its long-term goals in the sports and entertainment sector? What does SGSME bring to the table?
The year 2024 is for Havas Play to change gears and develop its own products and sports and entertainment IPs. Building strategic partnerships will not only help in accessing resources but will also help in exploring and creating new sports IPs involving premium global sports such as squash, pickleball and golf, the popularity of which is also growing fast in India.
From a strategic perspective, Havas Play and SGSE have certain core synergies — we want to create meaningful brand experiences and elevate the country’s sports and entertainment landscape by creating world-class properties. By combining SGSE’s expertise in sports and entertainment with Havas Play’s strategic and creative strengths, we will introduce IPs that not only entertain but also engage and build lasting connections with the target audience.
Can you tell us a little more about the types of premium sports and entertainment IPs that Havas Play and SGSE plan to develop together? How will these IPs differentiate themselves in the competitive Indian sports and entertainment market?
To be specific, we are looking at developing IPs that span sporting leagues, music festivals and various celebrity-driven events. Each of these IPs will be crafted with a deep understanding of local culture, ensuring they resonate with our target demographics.
Cricket in India is a religion, and 90% of sports investment goes to that sport. However, the popularity of global sports like squash and pickleball is growing fast primarily because the infrastructure and the facilities for developing these sports is also improving around the country. To differentiate these IPs in the competitive Indian market, we will leverage advanced insights from the network to tailor content and experiences that meet the specific tastes and preferences of the consumers we are targeting.
What impact do you foresee this partnership will have on India’s sporting and entertainment infrastructure in the near term?
SGSE’s presence across six top-tier and tier-2 sporting leagues, which are experiencing tremendous growth in fan base and engagement, particularly among the youth, positions us uniquely to make the most of the current momentum. What has been a crucial factor in that growth is the rise of digital media platforms like Hotstar, Jio Cinema, and Fancode, which broadcast these games live. That apart, growing internet penetration and lower data costs have further fuelled the success of these leagues. Our collaboration will leverage these digital advancements to create innovative ways for brands to engage with fans, both on ground and online.
So who would be the primary target for the sports and entertainment IPs that are being developed under this partnership?
For IPs related to sports such as football, table tennis, cricket, motocross and hockey, our primary audience comprises males and females aged 15 and above. These individuals are enthusiastic about engaging in youthful activities, they are tech-savvy, digitally adept and socially active.
On the other hand, for entertainment-related IPs, our target audience includes males and females aged 25 and above. They are early adopters, experimental, risk-takers, possess a positive outlook, are go-getters, tech-savvy, socially engaged, busy, trendsetters, and embrace modernity while cherishing traditional values.
What are the main challenges and risks associated with creating the IPs in the current market environment? How do you plan to mitigate the risks?
There are many challenges and risks. The market is already saturated with established sports and entertainment IPs, making it difficult for new entrants to gain traction. So capturing and maintaining consumer attention will be challenging due to the existing options.
In any case, developing new sports or entertainment IPs requires significant financial investment with no guarantee of return. There is a high risk of not achieving the expected return on investment, especially in the initial stages. Innovating constantly and updating content to keep it fresh and engaging is resource intensive. Keeping up with rapidly changing technology and integrating it into new IPs can be daunting and expensive.
The only way to mitigate such risks is effective planning, keeping the IP relevant and marketable to allow both IP owners and clients/sponsors to derive the best return on their investment.