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ICC Faces Crisis As JioStar Seeks Exit From Media Rights Deal: Report

ICC and JioStar media rights standoff leaves India broadcast market unsettled; Sony, Netflix and Amazon sounded out for 2026–29 cycle amid valuation concerns.

MM Desk by MM Desk
December 8, 2025
in Business
A A
ICC Faces Crisis As JioStar Seeks Exit From Media Rights Deal: Report

The International Cricket Council (ICC) has faced a major setback just two months ahead of the 2026 T20 World Cup in India, as Reliance-owned JioStar has informed the governing body of its intention to withdraw from its ongoing media rights agreement despite two years remaining on the contract.

As per media reports, the ICC has restarted the sale of India media rights for the 2026–29 cycle and has sought $2.4 billion. It has reportedly approached Sony Pictures Networks India (SPNI), Netflix and Amazon Prime Video, but none have shown interest owing to the high valuation. The ICC has therefore been placed in a difficult position.

If the ICC is unable to secure a new broadcaster, JioStar has no choice but to continue with the agreement until 2027.

JioStar has reportedly doubled its provisions for expected losses on sports contracts in 2024–25 to Rs 25,760 crore, up from Rs 12,319 crore a year earlier. The mounting losses have been attributed to long-term sports and content deals that have been expected to generate lower revenues than initially projected.

Prior to its merger with Viacom18, Star India has reported a net loss of Rs 12,548 crore for the year ending March 31, 2024, largely linked to the previous ICC media rights deal. In contrast, ICC has recorded a $474 million surplus in 2024, underscoring the commercial strength of global cricket even as broadcasters have struggled financially.

JioStar’s financial strain has increased following the ban on real-money gaming platforms in India, which has been the largest source of advertising revenue for cricket. The absence of these advertisers has created an estimated $840 million (Rs 7,000 crore) deficit in the market.

Meanwhile, SPNI has taken a conservative stance on high-value cricket properties despite holding key international rights, including those for the Asian Cricket Council, New Zealand Cricket and the England and Wales Cricket Board. The broadcaster has even sub-licensed digital rights for the India–England Test series earlier this year to JioStar to avoid further financial exposure.

Netflix has remained cautious about entering live sports in India and currently holds only a WWE deal. Amazon Prime Video, which has held New Zealand cricket rights until 2026 and ICC rights in Australia till 2027, has also not committed to expanding into major cricket tournaments in India.

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Every marketer talks about building awareness, few have to build it without talking about the product. India's alcobev industry has spent decades navigating that paradox. Direct product advertising isn't permitted, making surrogate advertising only one part of the marketing equation. The bigger challenge has always been earning something no media budget can buy: consumers who become advocates for the brand. For Debasree Dasgupta, Chief Marketing Officer, Pernod Ricard India, that's the category's biggest truth. “Consumers will always be your biggest advertisers,” she said. It's a philosophy born out of necessity. But it has also shaped how alcobev brands think about marketing itself. “The principles of marketing are the same whether it's personal care, beauty or alcobev. What changes is the complexity.” That complexity, according to Dasgupta, isn't just about navigating regulations. It's about understanding consumers, managing a diverse portfolio, and ensuring brands continue to grow despite having fewer traditional marketing levers than almost any other consumer category. India remains one of the world's most tightly regulated alcohol markets, where brands have to navigate different state regulations, on-trade and off-trade ecosystems, and restrictions on advertising products directly. For marketers, that has meant learning an entirely different language of brand building. Marketing hasn't changed, The rulebook has Dasgupta's own career has prepared her for exactly that. Rather than following a straight path, she has moved across FMCG, health and hygiene, beverages and now alcobev, picking up different lessons along the way. “I think the beauty is that I didn't have a linear career path, and I think it was very deliberate and intentional.” Each company, she said, has added a different layer to her understanding of marketing. “Unilever taught me to be extremely consumer-centric and always keep the consumer at the heart. Reckitt taught me commercial discipline, that marketing needs to lead to commercial and business growth. PepsiCo was about how brands stay relevant in culture.” Bringing those experiences together at Pernod Ricard has reinforced one belief. “The principles of marketing remain the same.” The environment, however, certainly doesn't. While referring to India as one of the markets where alcohol advertising is prohibited, she said, “The regulatory landscape is quite complex. That's the piece that one needs to wrap their minds around as you navigate and ensure that you're able to drive business growth.” That complexity extends well beyond regulation. “At a portfolio level, it's important for us to understand what is delivering the present and what will deliver tomorrow,” she said. “Where is growth coming from today, and where will growth come from in the future?” When consumers become the media channel Perhaps the biggest difference between alcobev and traditional consumer goods lies in how brands create awareness. Unlike an FMCG company, Pernod Ricard cannot advertise its alcohol products directly. “So the disadvantage that we have versus CPG is we cannot advertise products,” Dasgupta said. “We are in compliance with the guidelines that exist today.” Instead, the company builds visibility through compliant brand extensions such as packaged drinking water, while investing in passion points like cricket, music and digital platforms. “For us, the brand extension is a compliant business in itself and we can advertise that. We continue to double down on social, digital and influencer marketing for those businesses.” Furthermore, Dasgupta went on to say, “What we rely on is on-premise advocacy. We rely on sampling. We ensure that our liquids are extremely high quality so that when the moment of truth happens, consumers really love the product.” That has also meant new launches take longer to build. “Awareness build-up is much slower because consumers discover the product at the point of sale. That's very different from an FMCG brand.” Which naturally raises another question: if brands can't advertise products, who does the selling? “The consumers will always be your biggest advertisers,” Dasgupta said. “If you walk into an outlet and see someone drinking, it gives you confidence in the brand.” Word of mouth, she believes, becomes one of the category's most powerful marketing channels. “In a category where you can't advertise the product, consumers become your champions.” That consumer-first philosophy also shapes how global brands are adapted for India. For marketers outside the alcobev industry, the constraints may seem daunting. For Dasgupta, they've simply reinforced a timeless lesson. When the product can't do the talking, the brand, and ultimately the consumer, has to.

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