Anushruti Singh
Even as cricket dominates the Indian sports landscape, indigenous sports like Kabaddi are quietly scripting their own success stories. At the forefront of this movement is Suhail Chandhok, CEO of U Mumba, a professional Kabaddi team owned by Unilazer Ventures Pvt Ltd.
In an exclusive conversation, Chandhok delves into the rising appeal of indigenous sports, the evolving sports franchise market, and how Kabaddi can serve as a model for innovation and growth. He also highlights untapped opportunities for MSMEs and the critical need for skilled talent to sustain this burgeoning ecosystem.
Edited Excerpts:
While cricket remains the most popular sport in India, what is the current scenario for indigenous sports in the country, and how is the market evolving?
I think the current scenario for indigenous sport is certainly on the rise, whether it be sports that are well represented at the Olympics or at the Asian Games or the Commonwealth or Kabaddi. We’re seeing a massive uptick, not just in value commercially, but also in terms of fan engagement. In terms of viewership, in terms of understanding and awareness for indigenous sports, sports like Kabaddi are at the forefront.
For a league like Pro Kabaddi to firmly hold the second spot in a country as large and diverse as India for over a decade is a testament to Kabaddi’s strength and potential. It’s also shaping the future of indigenous sports. I believe the key to the market’s evolution lies in how these sports expand beyond their primary leagues. For Kabaddi, this means extending beyond the two-month Pro Kabaddi League season. To drive sustained growth, it’s crucial to develop the ecosystem further, with initiatives like the Yuva Kabaddi Series and state-run leagues playing a pivotal role. Creating a packed calendar with more Kabaddi events throughout the year will be absolutely essential for the sport’s continued growth.
What are the key factors that make indigenous sports appealing to Indian audiences, and how can these be leveraged to attract a larger market?
Some key factors make indigenous sports appealing to Indian audiences. Firstly, having the top players in the world is crucial, and Kabaddi excels in this regard. When compared to leagues like the ISL or other sports where the best players often play in different leagues, Kabaddi stands out by featuring many of the world’s top talents. This alone makes it highly attractive to audiences.
Secondly, we live in a time where attention spans are significantly dropping. So, how can you keep people looped in for a while? I feel Kabaddi adapts to this reality beautifully. Like basketball, which delivers end-to-end action for 48 minutes, Kabaddi offers a high point every 30 seconds across its 40-minute duration. This fast-paced action keeps viewers engaged throughout, which is a fantastic quality.
Lastly, the emotional aspect plays a vital role. Kabaddi is India’s own sport, deeply rooted in the country’s culture. It embodies traits like community, trust, and tradition—values that resonate strongly with Indian audiences. This emotional connection is a significant factor in its broad appeal.
What are your thoughts on the sports franchise market and its evolution? What new sports or trends do you foresee?
I think the sports franchise market is strong at the moment, with the emergence of new sports adopting the franchise model. However, while there is a temptation to come in strong and price these franchises quite high, it’s essential to get the right stakeholders on board. This includes the ownership of each franchise, the right broadcasters, and digital rights holders. More importantly, the primary focus must be on the product itself.
If the product is solid, commercial success and profitability for league rights holders will naturally follow. I believe it’s crucial to resist the urge to prioritise early profits and concentrate on building a robust product.
This approach is key to evolving the sport and the broader market in India. Within Kabaddi, for example, we are focusing on achieving the right product-market fit, whether for regional audiences or for a pan-India appeal.
If you can get the product right, then it’s more sustainable and it’s more long-term in terms of the actual product itself.
What revenue opportunities can MSMEs explore in indigenous sports leagues?
For MSMEs, there’s a massive opportunity for revenue generation because the market is still quite open. We’re at a stage where businesses can shape the future of the sport. Unlike cricket, which has matured over 40 years with established manufacturers, Kabaddi, Kho-Kho, and other regional sports offer a unique chance for innovation. There is significant potential for MSMEs to introduce specialised, localised services or products that cater to these sports.
I am not saying that this doesn’t even have to be a pan-India effort—focusing on hyper-local or regional markets can unlock substantial opportunities. Businesses have the chance to create something unique, whether it’s a product, service, or collaboration with a team or league.
Such opportunities don’t come around often. Most sports globally are well-established, leaving little room for innovation. However, Kabaddi and other indigenous sports are still evolving. This presents an exciting opportunity for anyone to contribute to and grow with these sports as they develop. And that’s why, now is the perfect time to jump on the bandwagon and seize this opportunity.
What are the challenges in creating and sustaining a league for indigenous sports, and how can these obstacles be effectively addressed?
In my opinion, the first challenge in creating and sustaining a league for indigenous sports is pricing it right. There are many leagues sprouting up, but the temptation to generate revenue and profits quickly can be detrimental. It’s critical to get the right players on board, secure the right team owners and stakeholders; and build value for these stakeholders in the initial stages, allowing the league and its ownership to generate long-term profits, which benefits everyone involved.
Another key factor is building an ecosystem around the league. While the Pro Kabaddi League has been a runaway success, the focus should also be on what happens beyond the league season. One of the critical metrics for sustainability is ensuring that the sport remains in the public eye throughout the year.
For indigenous sports or leagues, it’s essential to be governed effectively and to stay relevant in the minds of audiences 365 days a year. This consistent engagement is vital for long-term growth and success.
What is your opinion on India’s talent pool and the availability of skilled trainers? How can this challenge be addressed?
From a player perspective, at a start-up level through Elev8 India Sportz, I’ve worked to address this by creating the Yuva Kabaddi Series, which serves as a talent pool in itself. It is essentially the second tier to the Pro Kabaddi League, channelling players under the ages of 23 and 25 into the series. Over 90 players from the last season of the Yuva Kabaddi Series progressed to the Pro Kabaddi League, effectively addressing the talent pool for players.
Additionally, the series also contributes to the talent pool for referees. We are making similar efforts for coaches. This aligns with my earlier point: if we have state-run leagues and the Yuva Kabaddi Series running for 120 to 130 days a year, we will start to see more polished professionals emerging. This includes physiotherapists, trainers, coaches, umpires, referees, and players, creating a pipeline of ready talent for the elite division.
A skilled workforce is also critical because traditionally, Kabaddi hasn’t been professionalised. Now, with increasing professionalism, expectations are much higher—both from a commercial standpoint and a team perspective. Teams expect highly skilled talent across the board, from physiotherapists to trainers and beyond, as the stakes are much higher.
So far, we’re beginning to see grooming methods emerge, especially at the foundational level, but there is still significant work to be done. We need to expand the talent pool, which is currently quite small within the Pro Kabaddi League, and I do hope that we can see more and more talent come in. I believe it’s crucial to provide opportunities to younger talent. As they grow with the sport, they bring fresh ideas and contribute to its evolution. Supporting and showcasing young talent is vital for driving the sport forward.
