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April 12, 2026

When Ads Stick Like Fevicol: A Look at the Hero MotoCorp's new ad , and a Troubling Trend

 

An ad is supposed to tell a story in under a minute. The best ones do more, they stay with you. They stick to your memory like Fevicol glue and refuse to go away. One such unforgettable campaign is Hero Honda’s iconic “Fill it. Shut it. Forget it.”

The iconic campaign was launched in India in 1985 alongside the introduction of the Hero Honda CD 100 motorcycle. It highlighted the bike's high fuel efficiency of over 80 km/litre.  The ad became a cultural phenomenon among young Indians. At a time when money was tight and fuel efficiency mattered deeply, Hero Honda struck gold. The punchline perfectly captured the brand’s core promise, unbeatable mileage. It was simple. It was sharp. And it worked.

The message was clear: fill your tank once and forget about fuel worries for days. (Of course, the ad did attract some criticism later for its subtle innuendo, but that’s a discussion for another day.)


The Comeback: Nostalgia Meets Modern India: Fast forward to today, and Hero MotoCorp has revived this legendary punchline in its new campaign: “Ek Raasta Hai Zindagi”, prominently being featured during IPL broadcasts. At first glance, the ad does many things right. It taps into nostalgia while blending it with contemporary themes. We see:

Rustic Indian settings and relatable everyday moments. A young man teaching his girlfriend how to ride a motorcycle, symbolizing independence. So far, so good.

Where the Ad Takes a Turn. Then comes a shift. Two young men on a Splendour bike are shown riding across different terrains, seemingly chasing something. Eventually, we realize they are following an army truck filled with young women in uniform, possibly heading to their posting.

One of the men rides alongside the truck and hands over a small box to one of the women. She opens it. In the next scene, she is seen wearing a ring. The young man’s wedding proposal has been accepted, and he is pleased as a punch. Cue the emotional music. Curtain call.

But Something Feels Off… While the ad is visually appealing and emotionally designed, it raises an uncomfortable question: Is it appropriate to use the Indian Armed Forces as a backdrop for romantic storytelling?

The Indian Army uniform carries dignity, discipline, and deep national pride. When such imagery is used in a commercial context, especially for a romantic gesture, it risks trivializing that symbolism.

There are further concerns: Public display of affection is still culturally sensitive in many contexts. Should such portrayals be shown when individuals are in uniform?  Does this blur the line between respect and commercial exploitation?

Not the First Time: This isn’t an isolated case. Fevikwik, known for its humorous ads, once depicted a scene at the Wagah border involving an Indian and a Pakistani soldier. The Indian soldier uses glue on the Pakistani soldier shoe, and the moment is played for laughs.

It was clever, but also questionable. Surprisingly, such ads rarely face serious scrutiny. They often escape criticism in mainstream media and are seldom challenged by bodies like the ASCI (Advertising Standards Council of India).

The Good, The Bad, and The Memorable: To be fair, the Hero MotoCorp ad does many things well: Strong emotional appeal, High production quality, Relatable Indian cultural moments (cricket, Janmashtami celebrations). A powerful reuse of an iconic tagline. But it also tries to do too much in too little time. At nearly a minute, the ad feels slightly stretched. A tighter 45–50 second edit could have made it far more impactful.

“Fill it. Shut it. Forget it.” remains one of India’s most brilliant advertising lines, simple, sticky, and strategic. The new campaign successfully revives its nostalgia, but stumbles slightly in its attempt to add emotional layers. Because sometimes, in advertising as in storytelling: Less is more. Respect matters as much as recall.


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April 01, 2026

“195 Months. One Breakthrough Month: March 2026 Delivers 13% of Total Readers!”


195 months. That’s nearly 16 years of writing… thinking… publishing… showing up. No shortcuts. No hacks. Just consistency.

And then came March 2026. 1,80,000 readers. In just 31 days. That’s 13% of everything I’ve built over 195 months.

It takes time to sink in. For years, growth felt like a slow burn, like a Malayalam thriller movie. A steady climb. Sometimes, it is even invisible. And then suddenly… it wasn’t.

This wasn’t luck. This was compounding, finally showing up. Every post that didn’t go viral. Every idea that felt ignored. Every late-night publish. They were all building toward this moment.

Because growth doesn’t announce itself when it’s happening, it shows up when you’ve almost forgotten to expect it. If there’s one lesson from this journey, it’s this:

Consistency feels slow… until it becomes unstoppable. To everyone creating, writing, building quietly — keep going. Your “March moment” is closer than you think. In a lighter way, your Own “Karan Arjun Aayenge (your moment will come)”. Spoken by Rakhee Gulzar from the movie Karan Arjun, “Karan and Arjun will return.”

Keywords: how I grew my blog traffic in one month, blog traffic increase case study, 13 percent growth in one month blog, blog audience growth strategies 2026, content consistency results in blogging, how consistency drives blog success, blog growth over time case study.


March 29, 2026

KKR or RR, the sponsor shadows the team! A case study of Brand Confusion!

Featured is the jersey of Rajasthan Royals. But no… look again. It’s actually the jersey of Kolkata Knight Riders. And yet, what hits you first? RR. Loud. Clear. Unmissable. That’s the point. In a high-speed, attention-deficit environment like the IPL, people don’t read they recognize. And recognition is built on shortcuts. In cricketing shorthand, RR = Rajasthan Royals. No second thoughts. No decoding required.

 Now enter this jersey. KKR walks in wearing its iconic purple. The crest is there. The identity exists. But right at the top, dominating visual attention, sits “RR” courtesy of sponsor RR Kabel. To the casual viewer, the brain doesn’t process sponsorship hierarchies or brand ownership. It simply maps what it already knows. And what it knows is this: RR belongs to Rajasthan Royals.

A sponsor has unintentionally hijacked a team’s mental space. From RR Kabel’s point of view, this is brilliant. Their brand is front and prominent, bold and memorable. In fact, they’re benefiting from an existing IPL association without paying for that specific team identity. That’s not just visibility that’s cognitive leverage.

What about KKR? Somewhere between sponsorship revenue and jersey design approvals, a basic question was missed: What will the viewer actually see in 2 seconds on screen? This is not a design problem. It’s not even a marketing problem.

This is a product thinking failure. Because a jersey is not fabric. It is a product of identity. And identity operates on:

  • Visual hierarchy
  • Instant recall
  • Cognitive clarity

When those are compromised, the product fails—no matter how strong the sponsorship deal is. This is where large organizations often slip. Decisions happen in silos. Sponsorship teams chase revenue. Branding teams focus on aesthetics. Execution teams ensure delivery. But very few step back and ask:

 “Does this make sense to the consumer?” Common sense says: Don’t let another team’s identity dominate yours on your own jersey. But common sense, as always, is not common. And that’s the lesson.

In Marketing and  in life, If your core identity is overshadowed by what surrounds it, you may have optimized for visibility… but you’ve lost ownership. And once identity is diluted, recall follows.

Keywords: Product Management blog, brand identity in sports, IPL marketing strategy, sponsorship branding mistakes, consumer perception marketing, visual branding errors, KKR jersey analysis, Rajasthan Royals branding, sports marketing case study, brand recall psychology, logo visibility impact, marketing insights IPL

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March 27, 2026

Royal Challengers Bengaluru (RCB), Rajasthan Royals (RR) sale and the Logic of Valuation - Case Study about Brand Valuation

Royal Challengers Bengaluru (RCB), Rajasthan Royals (RR) and the Logic of Valuation: Opportunity, Hype, and Hidden Risks in IPL Franchise Economics (based on information available on the Net)

At first glance, the reported sale valuations of IPL franchises Royal Challengers Bangalore (RCB) 16,706 crores and Rs 15,280 crores for Rajasthan Royals (RR) appear almost irrational. Such numbers seem disconnected from traditional business logic. The immediate reaction is to question whether such valuations are justified at all. However, to understand this properly, one must move away from the idea of a sports team as a simple operating business and instead view it as a hybrid asset, part media property, part brand, and part long-term investment strategy.

Before getting into valuation, it is important to clear a common misconception regarding ownership, particularly in the case of RCB. Many still associate the franchise with Vijay Mallya, but the reality is quite different. RCB is currently owned by United Spirits Limited, which is controlled by Diageo. Mallya, who originally acquired the team in 2008, lost control following financial and legal troubles when Diageo took over United Spirits between 2013 and 2016. As a result, any sale of RCB benefits Diageo and United Spirits, not Mallya. The only theoretical possibility of his benefiting would have been through residual shareholding or legal settlement.

Why are these franchises valued so highly? The answer lies in understanding how an IPL franchise actually makes money. Unlike many traditional businesses, IPL teams operate within a risk-mitigated ecosystem, where a large portion of revenue is relatively assured. The biggest contributor is central revenue distributed by the BCCI. This includes broadcasting rights and league-level sponsorships, which are pooled and shared among franchises. This mechanism ensures that even the lowest-performing teams generate substantial income every year.

In addition to central revenue, franchises earn from matchday income, sponsorships, merchandising, and digital monetization. Sponsorships, in particular, are a goldmine. IPL teams function as advertising platforms with high visibility, and brands are willing to pay significant amounts for association. Merchandise and digital engagement further strengthen revenue streams, especially for teams with strong fan bases like RCB. Increasingly, franchises are also expanding into other leagues globally, turning themselves into multi-league sports brands rather than single-team entities.

From a financial perspective, a franchise like RCB could generate roughly Rs 1,000 crore annually through various revenue streams. After accounting for costs such as player salaries, support staff, logistics, and marketing, profits may be in the range of Rs 350 to 400 crore. This suggests a period of over 40 years if the franchise is acquired at Rs 16,700 crore. On the surface, this appears unattractive. However, this is where traditional valuation logic falls short.

Investors are not buying IPL teams for short-term profits.  They are buying future potential, brand equity, and scarcity value. IPL media rights have already grown dramatically, and there is a strong expectation of continued growth. There are only a limited number of franchises, making them scarce assets. Additionally, teams like RCB have built enormous fan bases, functioning as year-round content platforms. In that sense, they resemble media or entertainment brands more than sports teams. The real bet is not on current income, but on future valuation growth and global expansion opportunities.

However, while this optimistic view explains high valuations, it is equally important to understand something that is often overlooked in the excitement surrounding IPL economics. The IPL, despite its scale and success, remains a heavily India-centric property. 90% of its revenue is linked to the Indian market, and 90% of its viewership is also India-based. This creates a structural dependency on the Indian economy. If economic growth slows, advertising spends reduce, or consumer sentiment weakens, the financial ecosystem of the IPL could be directly impacted.

Another limitation lies in the format and duration of the league. The IPL is played for roughly two months in a year. For the remaining ten months, the franchise does not have a sustained competitive presence. This is in sharp contrast to leagues like the English Premier League (EPL), which runs for nearly ten months and maintains continuous engagement with fans. The shorter duration of IPL means that while it generates intense bursts of revenue and attention, it lacks the year-round continuity that strengthens long-term monetization.

This raises an important strategic question: can IPL evolve into something bigger? There is a possibility that, over time, the league may expand structurally. One potential model could involve introducing a two-tier system with promotion and relegation, where teams move between Tier 1 and Tier 2 based on performance. Such a system could increase competitiveness, expand the number of franchises, and create more content across the year. It could also open opportunities for smaller cities and new investors.

However, such an expansion would come with its own set of risks. A longer IPL season or a multi-tier structure could begin to crowd out international cricket, which is already under pressure from franchise leagues around the world. If IPL continues to grow in scale and duration, it may lead to conflicts in scheduling, player availability, and the relevance of bilateral international series. In extreme scenarios, international cricket could suffer, fundamentally altering the structure of the sport.

There is also the risk of overvaluation driven by hype. When multiple investors compete for a limited number of high-profile assets, prices can escalate beyond intrinsic value. This is not unique to IPL. It has been observed in other sports leagues and even in technology sectors. The danger lies in assuming that past growth will automatically continue at the same pace. If growth moderates or market conditions change, valuations could come under pressure.

At the same time, one cannot ignore the strong fundamentals that support IPL’s growth story. India remains one of the fastest-growing large economies, with a massive and young population. Cricket continues to be the country’s most popular sport. Digital consumption is increasing rapidly, and live sports remain one of the few forms of content that consistently attract large audiences. These factors provide a solid base for the IPL to grow further.

In conclusion, the high valuations of franchises like RCB and RR are not entirely irrational, but they are built on a combination of strong fundamentals and optimistic expectations. On one hand, the IPL offers a unique, risk-mitigated business model with high revenue potential, strong brand value, and significant growth opportunities. On the other hand, it remains heavily dependent on the Indian market, operates within a limited time window, and faces structural uncertainties related to future expansion and the balance between franchise and international cricket.

The real answer, therefore, lies somewhere in between. These valuations make sense if one believes in the long-term growth of the IPL as a global sports and media platform. But they also carry risks that must not be ignored. For investors, the IPL is not just a business, it is a strategic bet on the future of cricket, media, and the Indian economy itself.

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