The All India Football Federation (AIFF) has formally issued the Request for Proposal (RFP) for the media rights of the 2025–26 Indian Super League (ISL), with February 1 set as the final date for submission of bids for Indian Football.
While on the surface this appears to be a routine commercial exercise, the RFP in reality marks one of the most consequential moments in the league’s short but turbulent history. For the first time since the ISL’s inception, the federation is directly responsible for securing a broadcast partner without the backing of a long-term master rights holder. The move follows the expiry of the Master Rights Agreement with Football Sports Development Limited (FSDL) in December 2025, a partnership that had underwritten the league’s operations, production standards, and commercial stability for more than a decade.
With that framework now dissolved, the AIFF finds itself navigating an uncharted and compressed timeline to ensure the league’s survival.
The February 1 deadline is not merely procedural. With the 2025–26 season scheduled to begin in mid-February, the federation has a narrow operational window to finalise a broadcast arrangement, mobilise production crews, confirm schedules, and provide certainty to clubs, sponsors, and players. Any delay beyond this point risks pushing the league into further instability, both commercially and competitively.
This RFP also reflects a significant re-calibration of expectations. An earlier attempt to monetise ISL media rights in October 2025 failed to attract a single bid after the federation sought a relatively high minimum guarantee while also placing production responsibilities on the rights holder. That process exposed a hard truth: without the corporate subsidy model that sustained the league in its formative years, the standalone commercial value of ISL media rights is far more modest than previously assumed.
As a result, the current RFP signals a shift from valuation-driven ambition to operational viability. The focus is no longer on extracting maximum revenue from broadcasters, but on ensuring consistent visibility and continuity for the league. Industry conversations suggest that the AIFF is now open to flexible, revenue-sharing or service-oriented models, prioritising reach and reliability over upfront guarantees.
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This transition has also forced a sharp contraction in the league’s financial structure. The proposed operational budget for the 2025–26 season is a fraction of what the ISL once commanded, placing pressure on all stakeholders to adapt. Clubs have been asked to contribute participation fees, production standards are expected to be leaner, and the season itself is likely to be shorter, with fewer matches than in previous editions. While these measures are unpopular, they underscore the urgency of keeping the league afloat during this bridge period.
From a broadcasting perspective, the RFP opens the door to a different class of partners. Instead of premium sports networks that demand high production values and exclusive rights, the likely bidders are expected to include public broadcasters and digital-first platforms with lower cost structures and a focus on accessibility. Such an outcome would dramatically alter the way Indian football is consumed, shifting emphasis from high-end presentation to mass reach and digital engagement.
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There are sporting consequences as well. The uncertainty around media rights and scheduling has already impacted India’s standing in Asian football, with the truncated season format threatening direct qualification slots for continental competitions. The commercial uncertainty has also filtered down to clubs, affecting recruitment, retention of foreign players, and long-term planning. In that sense, the RFP is not just about television screens and streaming platforms, but about restoring credibility to the ecosystem.
At a governance level, the process highlights the AIFF’s evolving role. No longer a regulator overseeing a privately run league, the federation is now directly accountable for commercial execution, stakeholder management, and risk mitigation. How it handles this RFP in terms of transparency, realism, and partnership-building will shape perceptions of Indian football administration for years to come.
Looking ahead, the 2025–26 ISL season is widely viewed as a transition year rather than a growth phase. Success will not be measured by record revenues or flashy broadcasts, but by the league’s ability to complete a full season, retain national visibility, and provide a stable platform for clubs and players. In that context, the February 1 deadline assumes symbolic importance. It represents the moment when Indian football either finds a workable path forward or confronts the full consequences of its commercial reset.
The issuance of the media rights RFP is therefore less about selling a product and more about safeguarding an institution. What emerges from this process may be leaner and less glamorous than before, but if managed correctly, it could lay the foundation for a more sustainable and transparent future for the Indian Super League.
