#e4mExclusive:  No room for jinx; Apollo Tyres relied on facts for Team India jersey deal: Udyan Ghai

When Team India takes the field this season, it won’t just be the players and their millions of fans stepping into the spotlight—it will also mark a defining moment for Apollo Tyres. The Gurugram-headquartered multinational, with revenues crossing ₹26,000 crore in FY25 and operations in over 100 countries, has just entered cricket’s most prized real estate: the front of the Indian jersey.

The landmark three-year deal with the BCCI, valued at nearly ₹579 crore, puts Apollo’s logo on the front and leading arm of Team India’s kit across all bilateral and ICC matches, for both men’s and women’s teams. For the tyre major, which has traditionally aligned with football in Europe and motorsports globally, the association with cricket signals an ambitious expansion of its brand narrative in India.

Read e4m report on Apollo Tyres being onboarded as Team India sponsor

When asked if this has been one of his most hectic weeks, Udyan Ghai, Group Head – Marketing, Apollo Tyres, shared: “It’s been busy, certainly—but happy-busy, I can say.” What follows is a conversation that reveals not just the brand’s tactical thinking, but its larger vision for engaging a billion-plus cricket fans.

The unifying power of cricket

At the heart of Apollo’s decision lies the sheer universality of cricket. “Apollo has been in India for over four decades, with a strong presence across categories. Cricket, to me, is the only sport that reaches both ends of the spectrum—the most premium consumer as well as the everyday Indian,” Ghai says.

Unlike other marketing initiatives, which often reach specific clusters—be it commercial vehicle owners or luxury car buyers—cricket’s appeal is total. “That’s the core reason why we chose this platform. From a brand perspective, we wanted to remain true to our diverse target audience, and cricket allows us to do exactly that.”

Some might argue that three years is a short term in a sponsorship category marked by legacy associations, but Ghai dismisses that concern. “I don’t think the term is as relevant. You have to make a start somewhere, and this marks Apollo’s entry into cricket. And Apollo, as you know, is used to doing things with a certain style and panache. Either we don’t do it at all, or, when we do, we do it with a bang.”

Positioning across the funnel

For a company with consumers spanning the tractor driver in rural fields, the two-wheeler commuter, the fleet operator, and the luxury car owner, few platforms can match cricket’s breadth. Ghai frames it through the marketing funnel.

“If you look at the funnel—awareness at the top, consideration in the middle, and purchase at the bottom—this one association reinforces all three layers. Apollo already enjoys strong awareness, but this partnership will push consideration even further. And at the purchase level, our dealers and business partners are swelling with pride. They will be able to close sales with a stronger edge.”

The jersey, in other words, is not just a branding exercise but a lever across the value chain—from brand recall to dealer confidence.

The activation blueprint

What matters next is how Apollo translates visibility into engagement. On that, Ghai offers a glimpse into the activation strategy. “We have multiple stakeholders. Everything we do begins with the end consumer. Then, in our industry, dealers are extremely critical. Beyond that, we also have OE partners, business associates, and, of course, our employees. There is a rigorous plan being put together to reach every stakeholder in the Apollo universe.”

The jersey, he clarifies, is not a standalone sponsorship but the centrepiece of the company’s marketing approach for the next three years. “It’s not that we’ll integrate product launches into the sponsorship—it’s the other way around. This sponsorship is the big brand platform, and everything else will now start funnelling into it.”

Media mix and digital-first strategy

The media strategy reflects the same philosophy: balance and amplification. “About 25-30 per cent of our media spend already goes into digital, and cricket today is not just about television broadcasts — it’s about clips, memes, live updates, and influencer chatter. Our approach will be to create content that engages audiences on the platforms where they consume cricket the most.”

Television, however, remains indispensable. “We can’t ignore TV, given its sheer reach in India. So, the mix will be balanced—TV for scale, digital for engagement. OTT partnerships and influencers who resonate with younger audiences will also be leveraged to ensure relevance.”

ROI and long-term value

With a sponsorship pegged at ₹4.5 crore per match—the highest so far—ROI is naturally a hot topic. But Ghai is measured. “Media reports are quoting different figures but I would not like to comment on the size of the deal. ROI for us is not just about immediate sales—it’s about strengthening the brand at every level of the funnel.”

For Apollo, impact is measured in layers: dealer pride translating to conversions, consumer trust deepening into loyalty, and long-term brand equity cementing Apollo as a household name in an intensely competitive market. “While the numbers will come, what excites us is the enduring value this association will create.”

Importantly, Apollo is planning beyond the initial splash. “This is not a one-off. Cricket will be at the centre of our brand activities for the next three years. Beyond match days, we’re looking at how to connect with fans at a deeper level—through activations, contests, or community initiatives. Grassroots engagement and youth connect will also be important focus areas.”

Breaking the ‘jersey jinx’

India’s jersey sponsorship has seen its share of turbulence, with Sahara, Oppo, BYJU’s and Dream11 all exiting abruptly. Is Apollo worried about the so-called ‘jersey jinx’? Ghai chuckles. “Decisions at companies of our size and magnitude are always taken on the basis of data and facts. And if you want to bring the jinx perspective, all I can say is that it needed a stable company like Apollo to break it.”

On a more serious note, he adds: “Apollo is now led by the fourth generation of the family. Perhaps this partnership needed a company with that kind of legacy to step in, stabilise things, and break the so-called jinx. But like I said, the discussion is not around superstition—it is about facts, and what this partnership will do for the brand and the company in the long run.”