Richest Cricket Boards: Full Ranking, Revenue Breakdown

The hum starts long before a single ball is bowled. Trucks unload LED hoardings, a blizzard of sponsor backdrops pops up behind every interview area, and television engineers snake cables through empty stands. By the time the first anthem fades, a small construction site has turned into a humming entertainment business. That’s modern cricket, and the richest cricket boards are the architects holding the keys to its economy.

Richest, in this context, refers to the boards bringing in the highest annual operating revenue. It is not personal wealth, not franchise valuations, and not the combined worth of all players in a country. It is the top line that keeps national teams touring, domestic structures funded, and pathways alive.

Below is the definitive richest cricket board list, driven by the latest cycle of audited reports, broadcast announcements, sponsorship disclosures, and ICC distribution guidance. Figures are estimates in USD to keep comparisons clean.

Top 10 Richest Cricket Boards by Estimated Annual Revenue

Methodology and What “Richest” Means Here

For this ranking, richest equals estimated annual operating revenue at the board level, not profit and not net worth. Net worth implies assets minus liabilities on a balance sheet, which can be a poor proxy for spending power in sport. What fuels staffing, central contracts, stadium renovation, and domestic tournaments is fresh yearly income. This ranking emphasizes revenue for that reason. Cash reserves matter, yes, and some boards keep prudent buffers, but operating revenue drives the sport forward.

Key methodological choices:

• Alignment across fiscal calendars: national boards do not close books on the same dates. Estimates blend the latest audited accounts with mid-cycle rights values and consistent run rates for international windows and domestic leagues.
• Currency conversion: values are shown in USD at recent average exchange ranges, smoothing daily volatility.
• Consolidation approach: where leagues are owned or co-owned by a board, central distributions that flow to the board are included as board revenue; franchise revenues are not.
• ICC distribution: included as operating revenue for each member board. ICC itself is not ranked as a board.
• One-off hosting surpluses from global events are smoothed across a cycle, rather than front-loaded into a single estimate.

This approach reflects how money arrives and is used in practice. It mirrors how boards think about budget planning, player contracts, women’s programs, high-performance centers, and grassroots grants.

The Ranking in Detail

BCCI — The Scale That Redefined Cricket Finance

No other board has ever operated at this scale. The BCCI sits at the intersection of a cricket-mad domestic market, a global diaspora, a broadcast economy that rewards live sport like nothing else, and a league property that became the lodestar of the sport’s commercial future. The IPL created the template for modern cricket business and is now the largest single revenue stream for any national board on the planet.

Estimated revenue mix:

• IPL central media rights and sponsorship: roughly 65–70 percent
• Bilateral home media rights: 15–20 percent
• Commercial partnerships and licensing: 8–10 percent
• ICC distribution and event share: 2–4 percent
• Ticketing and matchday: 2–4 percent

Strategic levers:

• The IPL window: a protected period that corrals global attention, anchors the domestic calendar, and drives the most valuable inventory in cricket.
• Bilateral scheduling clout: every board knows an India tour is a financial event. Home boards earn windfalls when India visits, and the BCCI earns premium unit rates at home.
• Multi-sponsor model: a diversified portfolio that stretches beyond title partners to category exclusives, associate sponsors, and digital partnerships.
• Women’s cricket investment: the emerging franchise competition has unlocked a new tier of sponsors and changed the conversation around pathways and pay.

Behind the scenes:

The BCCI’s commercial teams operate like a major entertainment conglomerate. Rights are packaged and sub-packaged for maximum extraction—broadcast, digital, highlights, fantasy gaming associations, social moments crafted for shareability. The board also prioritizes time-zone optimization for premium fixtures, balancing stadium experience with the realities of prime-time television.

ECB — An Industrial-Strength Broadcast Machine

The ECB has a mature market model. Long-term partnerships with premium broadcasters create predictable revenue and allow deeper planning than most boards can dream of. The Hundred adds an event property with its own sponsorship story, while the Ashes remains a ratings juggernaut that boosts valuation across the cycle.

Estimated revenue mix:

• Domestic broadcast: 65–70 percent
• Ticketing and matchday: 10–12 percent
• Commercial partners and licensing: 10–12 percent
• The Hundred central revenues: 5–7 percent
• ICC distribution: 4–6 percent

Strategic levers:

• Multi-format summer: Test series, ODIs, T20Is, and the domestic event stack into a single-season narrative that keeps the sport on screens and in conversations week after week.
• Venue economics: major grounds run like professional entertainment arenas with hospitality programs that rival other sports.
• Women’s cricket integration: prominent scheduling, central contracts, and visible double-headers fold women’s cricket into the mainstream commercial plan.

Behind the scenes:

The rhythm of the English summer gives the ECB a unique asset: fixed seasonal attention. Sponsors and broadcasters can reliably build campaigns around this period. The ECB then uses that certainty to fund community programs and the professional women’s game at scale, protecting both elite output and participation.

Cricket Australia — Boxing Day as a Business Model

Cricket Australia leans into a national summer that behaves like a festival season. Boxing Day and New Year Tests are more than traditions; they are appointment events for broadcasters and brands. The Big Bash League keeps stadium lights on across the country, while international tours bring high-yield ticketing and hospitality.

Estimated revenue mix:

• Domestic broadcast, including international cricket and BBL: 55–60 percent
• Commercial partnerships: 15–18 percent
• ICC distribution: 10–12 percent
• Ticketing and matchday: 8–12 percent
• Other income and licensing: 5–8 percent

Strategic levers:

• Peak holiday windows: when adult audiences are at home and families have time together, live sport can outdraw anything on television.
• Brand equity of Baggy Green: the national team is embedded in Australian culture, a fact sponsors understand and pay to access.
• Women’s cricket leadership: a well-funded women’s pathway and a celebrated national team have unlocked partners who want to tell a story around equality and excellence.

Behind the scenes:

The board calibrates its event calendar to protect both broadcast windows and stadium experience. Day-night Tests are arranged to catch both after-work crowds and prime-time TV. The organization also navigates a large geography, managing travel and recovery without losing commercial beat.

Pakistan Cricket Board — The PSL Effect and an Ascending Rights Curve

The PCB’s financial trajectory has been transformed by the Pakistan Super League, a property that commands relevance beyond the national border. Combine that with improving bilateral media deals and a larger voice in ICC conversations, and the picture is of a board that is professionalizing quickly.

Estimated revenue mix:

• Bilateral home media rights: 35–40 percent
• PSL central pool and commercial inventory: 30–35 percent
• ICC distribution: 20–25 percent
• Sponsorship and licensing: 5–8 percent
• Ticketing and matchday: 3–5 percent

Strategic levers:

• PSL as prime inventory: deep fan affinity and meaningful player storylines have created marketing moments brands want to own.
• Home cricket and diaspora markets: broadcast packages recognize viewership outside Pakistan, especially in the Gulf and the UK.
• Production standards: upgraded television production has made the league and home internationals more sellable to global markets.

Behind the scenes:

The board has invested in content and distribution strategy, understanding that sustained growth will come from stronger digital reach, not just traditional TV. The scheduling of international windows around PSL has also added logic and rhythm to the season, improving sponsor retention.

Cricket South Africa — A Renaissance Fueled by SA20

Cricket South Africa spent years in a tough patch—administrative turbulence, sponsor fatigue, and a rights downturn. SA20 has reset that conversation. Backed by a strong broadcast partner and global franchise linkages, the league has refreshed commercial appetite for South African cricket.

Estimated revenue mix:

• Bilateral media rights: 35–40 percent
• SA20 central revenues: 25–30 percent
• ICC distribution: 20–22 percent
• Sponsorship and licensing: 8–10 percent
• Ticketing and matchday: 5–7 percent

Strategic levers:

• League-led rebuild: SA20 created new attention and monetization without cannibalizing the prestige of international cricket.
• Player pipeline: a clear talent pathway drives fan belief and sponsor confidence.
• South African time zone: favorable alignment to both UK and subcontinental audiences maximizes international interest.

Behind the scenes:

CSA has focused on governance stabilization and credible storytelling around the men’s and women’s national teams. With SA20 demonstrating broadcast growth, bilateral rights negotiations carry more weight. The strategy is to keep both pillars healthy rather than over-relying on one.

Bangladesh Cricket Board — A Big Domestic Audience, Smart Packaging

Bangladesh’s cricket economy benefits from a fervent home audience and consistent national-team storylines. Sponsors see reliability in viewership, broadcasters see predictability in ratings, and the BPL adds a local festival of its own.

Estimated revenue mix:

• Bilateral home media rights: 35–40 percent
• ICC distribution: 30–35 percent
• BPL central revenue: 15–18 percent
• Sponsorship: 8–10 percent
• Ticketing and other: 3–5 percent

Strategic levers:

• High-intensity home support: a national team that sells out stadiums and drives massive television households.
• BPL scheduling: a well-defined slot that avoids direct clashes with heavyweights, allowing better attention capture.
• Emerging women’s cricket profile: growing national-team competitiveness is attracting new categories of sponsors.

Behind the scenes:

The board’s commercial plans capture everyday passion. Activations reach deep into urban markets, with brands happy to ride the emotional surge of a big home chase or a star bowler’s spell. The challenge is to keep lifting production values to match that enthusiasm.

Sri Lanka Cricket — ICC Funds and a Rebuilding Commercial Base

SLC’s revenue structure leans heavily on the ICC distribution, but the board is working to grow commercial income through the Lanka Premier League and smarter bilateral packaging. A revived touring calendar and improved on-field competitiveness add momentum.

Estimated revenue mix:

• ICC distribution: 40–50 percent
• Bilateral media rights: 20–25 percent
• LPL central revenue: 10–12 percent
• Sponsorship and licensing: 8–10 percent
• Ticketing and matchday: 5–8 percent

Strategic levers:

• Event hosting: well-run tournaments build credibility and deliver short-term surpluses that can be reinvested.
• Storytelling around heritage: the romance of Sri Lanka’s cricket history is sponsor-friendly material if packaged carefully.
• Women’s cricket rise: visible wins feed into a broadened commercial narrative.

Behind the scenes:

The board’s administration has placed emphasis on stabilizing finances and meeting governance benchmarks to retain sponsor confidence. Domestic fans remain intensely engaged, and broadcast partners see clear spikes for marquee opponents.

New Zealand Cricket — High Efficiency, Global Relevance

New Zealand Cricket runs a nimble operation with a heavy reliance on ICC funds and a modest domestic rights base. Smart scheduling, a popular national team brand, and competitive women’s cricket add gravitational pull beyond a small population.

Estimated revenue mix:

• ICC distribution: 45–55 percent
• Domestic broadcast: 20–25 percent
• Sponsorship: 10–12 percent
• Ticketing and matchday: 8–10 percent
• Other income: 5–8 percent

Strategic levers:

• Global goodwill: white-ball success and Test resilience have made the team globally likable, keeping overseas audiences tuned in.
• Player welfare and identity: a tight culture that sponsors trust and fans want to be associated with.
• Efficient operations: lean costs mean each sponsorship dollar travels further.

Behind the scenes:

NZC understands the value of competitive balance and invests in depth. Even with a smaller market, the board maintains a credible year-round presence through collaborations and well-placed overseas tours.

Cricket West Indies — Tradition, Talent, and the Hard Work of Modern Revenue

CWI carries a brand that still resonates from the golden era. The modern challenge is commercializing that heritage across multiple sovereign nations with different economies, broadcast markets, and stadium scenarios.

Estimated revenue mix:

• ICC distribution: 45–55 percent
• Bilateral media rights: 20–25 percent
• Sponsorship and licensing: 10–12 percent
• Ticketing and matchday: 8–10 percent
• Other income including league-related: 5–8 percent

Strategic levers:

• Diaspora audiences: West Indies cricket commands affection in the UK and North America, a valuable asset in negotiations.
• White-ball specialty: T20 success stories keep the brand visible to younger audiences and digital natives.
• Venue experience: unique Caribbean stadium atmospheres can be packaged as premium hospitality products.

Behind the scenes:

CWI has focused on rebuilding trust with players and aligning domestic schedules with global franchise windows. The aim is to reduce conflict, retain top talent, and keep the international product compelling.

Afghanistan Cricket Board — A Meteoric Rise, Funding Reality

Afghanistan’s ascent from affiliate outpost to full member status has been one of cricket’s great sporting stories. The financial backbone is still the ICC distribution, with selective bilateral series adding incremental revenue.

Estimated revenue mix:

• ICC distribution: 60–70 percent
• Bilateral media rights: 15–20 percent
• Sponsorship and licensing: 5–10 percent
• Grants and other income: 3–5 percent

Strategic levers:

• Star-driven relevance: charismatic match-winners keep Afghanistan present in highlight cycles and brand conversations.
• Efficient overheads: lean administration ensures a higher percentage of revenue reaches cricket operations.
• Neutral venue savvy: the board has learned to turn neutral home games into viable broadcast events.

Behind the scenes:

The task ahead is to deepen domestic structures and monetize consistent, higher-profile tours. Even modest gains in home series rights can have outsized effects on sustainable investment in pathways and women’s cricket.

How Cricket Boards Make Money

Understanding the money flow is the only way to understand the ranking. The mechanics are consistent worldwide; what changes is scale and leverage.

• Domestic media rights for home internationals: the largest single revenue line for most boards aside from India. Rights are sold for Tests, ODIs, and T20Is played at home. Pricing is driven by opponent strength, anticipated ratings, and time-zone friendliness.
• League media rights and central revenue: boards that own or co-own leagues collect central income and then distribute a share to franchises. IPL and SA20 are prime examples; BBL and The Hundred too. PSL and BPL do likewise in their markets.
• ICC distribution: the global pie from ICC events is carved up among full members and associates. The share depends on commercial power and historical agreements. For many boards outside the big three, this is the financial oxygen.
• Sponsorship and licensing: title partners, kit sponsors, series partners, official categories from beverages to fintech, plus licensing fees from merchandise and gaming tie-ins.
• Ticketing and matchday: stadium receipts, hospitality boxes, and local concessions. Important for atmosphere and cash flow, though never as large as TV money in the modern era.
• Hosting surpluses: when a country hosts global tournaments, it can bank surpluses from ticketing, local sponsorship, and event-specific deals. Smart boards smooth this across their planning horizon.
• Grants and development funding: more relevant for associate members and emerging full members, sometimes channeled through development programs.

Why the BCCI Sits on Top

The short answer is scale and control of premium inventory. The longer answer is a perfect alignment of factors. A colossal domestic audience with double-digit live ratings. A league that dominates both broadcast spend and conversation. A two-month global event window that others accommodate. Bilateral tours that draw record ad rates. A sponsor ecosystem willing to innovate with on-ground activations and digital integrations. The result is a financial flywheel that accelerates with every cycle.

Cricket Board Net Worth vs Revenue

Users often search for “cricket board net worth” even when what they really want is annual revenue. Net worth implies assets minus liabilities on a balance sheet, which can be a poor proxy for spending power in sport. What fuels staffing, central contracts, stadium renovation, and domestic tournaments is fresh yearly income. This ranking emphasizes revenue for that reason. Cash reserves matter, yes, and some boards keep prudent buffers, but operating revenue drives the sport forward.

BCCI vs ICC Revenue Realities

A common comparison in the sport’s economy is BCCI versus ICC. They are fundamentally different entities. The ICC is a governing and commercial body for global events and then distributes the bulk of that money to members. The BCCI is a national board with its own massive domestic and international products, keeping a majority of those proceeds. On a headline cycle, ICC commercial revenue can rival the top board’s gross inflows, but most of it exits as distributions. BCCI retains a far larger share of its own generated revenue, which is why it outspends every other board on operations, central contracts, infrastructure, and domestic cricket.

Second, Third, and the Chasing Pack

Behind India, the race is shaped by domestic broadcast strength. The ECB sits second on the back of a reliable long-term broadcast architecture and full-stadium summers. Cricket Australia is next, powered by holiday Tests, the BBL, and a fiercely loyal sponsor base. PCB, CSA, and BCB form the middle tier, each with a distinct engine: PSL and improving bilaterals for Pakistan, SA20 for South Africa, and strong domestic viewership for Bangladesh. SLC, NZC, CWI, and ACB complete the top ten, grounded by ICC distributions and carefully curated commercial slates.

How Leagues Changed the Board Economy

The IPL did not just add money; it changed the shape of the cricket calendar and the incentives that govern it. Other boards followed with domestic leagues, each with its own ceiling.

• IPL: the reference point for media rights values in cricket. A global draft of attention that resets what stars are worth and what ad-break inventory sells for.
• PSL: remarkable bang for buck, strong diaspora following, and production values that improved year on year.
• BBL: a family-friendly product that kept stadiums busy and created summer TV staples.
• The Hundred: an innovative format and a broadcast-friendly package that brought in fresh sponsors.
• SA20: a needed shot in the arm for South African cricket, with global owners extending brand synergies.
• BPL and LPL: domestic festival weeks that feed national fandom and allow boards to diversify revenue.

Boards that integrate leagues into their broader economics—without letting them consume long-format priorities—reap the most stable rewards. That balance is still evolving.

The Economics of Bilateral Tours

Bilateral series remain the spine of a board’s year. The mechanics are straightforward but delicate. A marquee Test opponent drives weeklong ticketing and hospitality. A short white-ball series can spike weeknight ratings and sell digital ad units. When India or Pakistan visit a board that seldom hosts them, the home board often funds multiple seasons of operations from that one window. This reality explains the careful dance around Future Tours Programme commitments and why boards advocate so hard for balanced, meaningful fixtures.

Player Pay and Central Contracts

Which cricket board pays the highest central contracts is a function of revenue and cost discipline. BCCI sits at the top for match fees and retainers, with elite Indian players combining national-team pay, IPL salaries, and brand endorsements at a scale unmatched in cricket. ECB and CA follow, with strong retainers for cross-format players and additional match fees. New Zealand, South Africa, Pakistan, Bangladesh, Sri Lanka, and West Indies run tiered systems that reflect their revenue base, collective bargaining outcomes, and domestic league interplay. The broad trend is upward pressure on white-ball specialists due to league demand, and a renewed premium on all-format stars who carry national-team identity.

Women’s Cricket Budgets and Momentum

The most encouraging financial storyline in the sport is the mainstreaming of women’s cricket in commercial planning. Boards have moved from symbolic gestures to systemic investment. What this looks like:

• Central contracts for women’s national players, often with tiered structures that expand year on year.
• Double-header scheduling that packages women’s internationals with men’s fixtures for broadcast reach.
• Dedicated women’s leagues or teams within leagues, bringing new sponsors who prioritize the women’s sports audience.
• Marketing that treats women’s cricket as a standalone entertainment property with its own heroes.

The result is a new revenue narrative that, while smaller than the men’s game for now, grows more quickly and draws brands looking for fresh stories and values-led partnerships.

Revenue Risks and Helpful Tailwinds

Cricket’s finances are not a straight line. Boards navigate a set of predictable risks and opportunities.

Risks:

• Broadcast market softness: cord-cutting and platform churn can complicate rights renewals.
• Currency volatility: boards earn in local currencies and pay for some services in USD, creating mismatch risk.
• Political or security disruptions: a sudden change in the ability to host can derail an entire revenue plan.
• Player availability wars: the rising value of T20 leagues puts pressure on international windows.

Tailwinds:

• Live sport resilience: advertisers still pay to be live; delayed viewing has little value for sports.
• Digital rights growth: short-form clip licensing and OTT packages add layers to existing deals.
• Women’s cricket expansion: new inventory for sponsors without cannibalizing the men’s market.
• Data and fantasy ecosystems: regulated integrations create fresh commercial categories.

Boards that keep a diverse revenue mix and plan for shocks via reserves are the ones that keep structures intact during down-cycles.

Regional Notes and Nuances

Asia

• India’s ecosystem drives pricing across the continent. When Indian broadcasters invest, neighboring boards often benefit via away series featuring India and shared production standards.
• Pakistan and Bangladesh harness enormous urban viewerships with emotional intensity that brands consider gold.
• Sri Lanka and Afghanistan rely on ICC funds but extract strong international interest when facing big teams.

Europe

• England’s summer is a structurally sound business model anchored by high household pay-TV penetration and a culture of event attendance.
• Associate members in Europe grow via ICC pathways and targeted broadcast experiments, often with streaming-first approaches.

Oceania

• Australia holds premium holiday weeks and a strong domestic sponsorship base, while New Zealand converts goodwill into sustainable, efficient operations.

Caribbean

• West Indies converts heritage into attention across a far-flung geography, a logistically complex but commercially distinctive operation.

Africa

• South Africa’s cricket rebuild leans on SA20 as a showcase for young talent, with secondary benefits to bilateral rights and national-team brand rebuilding.

What Separates the Wealthiest Cricket Boards From the Rest

• Control of premium inventory: a league or iconic bilateral rivalry that advertisers must have.
• Mature broadcast partnerships: multi-cycle relationships that smooth revenue volatility.
• Event capital: stadiums and city infrastructure that can host global tournaments flawlessly.
• Governance credibility: clean audits, transparent selection, accountable leadership—sponsors notice.
• Pipeline investment: a strong domestic structure that consistently produces stars, because stars move markets.

Data Caveats and Why Ranges Matter

Every number in this ranking lives inside a moving system. Exchange rates shift. Tours change. One-off events can spike or suppress a single season. Boards revise commercial strategies and renegotiate deals mid-cycle. That is why ranges are the honest way to present estimates without pretending to a precision that does not exist. The hierarchy, however, is durable, and the gap between the richest cricket board in the world and the rest is substantial.

Key Takeaways at a Glance

• BCCI is the richest cricket board by a wide margin, anchored by the IPL and premium bilateral media rights.
• ECB and Cricket Australia form a stable second tier built on long-term broadcast partnerships and festival-like domestic calendars.
• PCB, CSA, and BCB are the middle-market engines, each propelled by a domestic league or reliable home broadcast value.
• SLC, NZC, CWI, and ACB are ICC distribution-heavy boards working to lift commercial shares and stabilize calendars.
• Women’s cricket is a growth frontier now built into board budgets rather than appended to them.
• The balance between leagues and international windows defines sustainability for the next decade.

Stories From the Financial Trenches

• The Ashes summer can underwrite multiple seasons of pathway investment in England. Those seats filled with fathers, daughters, and office groups represent more than nostalgia; they are cash flow.
• The MCG’s Boxing Day Test is a broadcast tentpole that sells family summer. When the national anthem echoes in a packed bowl and shadow sweeps across the pitch in late afternoon, executives watching ratings see why brands pay a premium.
• PSL nights in Lahore and Karachi are proof that value is created when atmosphere meets production. Sponsors who saw choreographed light shows and choreographed brand moments realized the event’s exportability.
• SA20’s arrival did more than put kids in replica shirts; it re-energized national-team discourse and time-shifted evening television in a way that makes a board less brittle.

The Next Phase for Each Board

• BCCI: keep building the women’s competition, deepen global IP protection, and continue professionalizing domestic competitions below the IPL.
• ECB: hedge against platform fragmentation by staying device-agnostic while protecting premium weekend slots for marquee Tests and limited-overs showpieces.
• CA: maximize holiday Tests and keep enhancing BBL’s in-stadium experience to retain family audiences in a cluttered summer calendar.
• PCB: strengthen international windows around PSL and broaden the sponsor base beyond endemic categories to fintech and consumer tech.
• CSA: leverage SA20 to win back blue-chip sponsors and lift national-team ticketed events as a premium night out.
• BCB: invest in production innovation to export more bilateral content digitally and raise per-match rate cards.
• SLC: anchor budgets with ICC distribution but push LPL as a boutique product with a distinctive style that travels.
• NZC: keep being the sport’s most efficient operator, using authenticity to drive sponsor loyalty and fan goodwill.
• CWI: consolidate player relations and convert diaspora-targeted tours into marquee broadcast events.
• ACB: maintain ICC compliance excellence, add smart bilateral series, and continue strengthening domestic structures.

Conclusion: The Money Map Behind the Game We Love

It is easy to be cynical about money in sport, but in cricket, money is not just a trophy count. It is coaches and contracts and flights for teenagers with big dreams. It is women’s players signing professional deals and physiotherapists in domestic teams catching injuries before they end careers. It is club grants and scoreboard bulbs and the bus that arrives on time for an Under-19 semifinal.

The richest cricket boards are not just line items and glossy press releases. They are systems. Some are vast, some are lean, but all of them are trying to line up three moving parts: compelling cricket, sustainable revenue, and genuine connection to fans. The order will shift at the margins as new leagues mature, as digital rights reshape bids, as governance earns or loses trust. The core hierarchy will endure because scale and premium inventory always matter.

If you track cricket through a finance lens, this is the map you carry in your head. A colossal Indian engine, two mature powerhouses underwriting national summers, a middle tier finding smart ways to grow, and a resilient group of boards that turn ICC distributions into world-class cricket more often than critics realize. The scoreboard is not the only place where teams compete. Balance sheets compete too. And for the moment, the gap between first and second is as wide as the crowd noise that greets an IPL finale under floodlights, when business and sport finally look like the same thing: theater that millions will stop everything to watch.