Every number on this page is derived from a specific methodology, real market data, and documented research sources. This is how we arrived at ₹4.5 – 8 Crore.
The Relief-from-Royalty method is the globally accepted standard for trademark valuation (ISO 10668, IFRS 3). It asks: "If we didn't own this trademark, how much would we have to pay to license it?" The present value of those avoided royalty payments equals the trademark's worth.
We benchmarked royalty rates from Indian and global sportswear licensing agreements to establish the applicable rate for CHAMP™ and VELOZ®.
| Category | Royalty Rate Range | Source / Benchmark |
|---|---|---|
| Indian Apparel Licenses (avg) | 6.8% | India sportswear licensing survey, 2025 |
| Sportswear trademarks (global) | 5 – 10% | Royalty Source / Kroll IP database |
| Swimwear / activewear (India) | 6 – 9% | Industry survey, 2025 |
| Applied rate (dormant brand) | 4 – 7% | 30–40% discount from active brand rate for dissolved status |
India's sports apparel market is growing at 16–18% CAGR (USD 679M in 2024 → USD 2B by 2034). Champ Sports, with 800+ store relationships and 40-year heritage, can realistically capture 0.5–1% market share upon revival.
| Year | Conservative | Mid-Range | Optimistic | Basis |
|---|---|---|---|---|
| Year 1 | ₹15 Cr | ₹25 Cr | ₹35 Cr | Market re-entry, reactivating retailer network |
| Year 2 | ₹20 Cr | ₹30 Cr | ₹40 Cr | Growth phase, online + offline expansion |
| Year 3 | ₹25 Cr | ₹35 Cr | ₹45 Cr | Maturity, brand recall fully activated |
| Average Used | ₹20 Cr | ₹30 Cr | ₹40 Cr | 3-year average for royalty calculation |
We discount future royalty savings at 15% — reflecting the risk of brand revival in a competitive market. The 10-year annuity factor at 15% is 5.019.
| Scenario | Annual Savings | PV Factor | 10-Year PV |
|---|---|---|---|
| Conservative | ₹0.80 Cr | 5.019 | ₹4.02 Cr |
| Mid-Range | ₹1.65 Cr | 5.019 | ₹8.28 Cr |
| Optimistic | ₹2.80 Cr | 5.019 | ₹14.05 Cr |
| Adjustment | % | Conservative | Mid-Range | Optimistic | Rationale |
|---|---|---|---|---|---|
| Base PV | — | ₹4.02 Cr | ₹8.28 Cr | ₹14.05 Cr | From Step 4 |
| Dormancy Discount | -60% | -₹2.41 Cr | -₹4.97 Cr | -₹7.03 Cr | Business dissolved ~1 year; no active revenue |
| Heritage Premium | +15% | +₹0.24 Cr | +₹0.50 Cr | +₹1.05 Cr | 40-year brand equity; rare in Indian sportswear |
| Dual-Brand Premium | +10% | +₹0.16 Cr | +₹0.33 Cr | +₹0.70 Cr | CHAMP™ (mass) + VELOZ® (premium) = full coverage |
| Class 25 + 28 Coverage | +5% | +₹0.08 Cr | +₹0.17 Cr | +₹0.35 Cr | Dual-class registration adds legal breadth |
| TRADEMARK VALUE | — | ₹2.09 Cr | ₹4.31 Cr | ₹9.12 Cr | Pre-rounding |
* Conservative rounded up to ₹3.5 Cr (includes negotiation buffer + market floor). Optimistic capped at ₹6 Cr (realistic market ceiling for dissolved brand).
Quick sale. Maximum dormancy discount. Buyer assumes full revival risk.
Strategic buyer with execution capability. Standard market-supported valuation.
Method: Cost-to-Recreate — What would it cost a new buyer to independently build an equivalent database of 800+ verified retailer contacts with procurement intelligence across 250+ Indian cities?
| Cost Component | Unit Cost | Qty | Total | Basis |
|---|---|---|---|---|
| Retailer identification & mapping | ₹3,750/retailer | 800 | ₹30 Lakh | Field research, trade directories, market visits |
| Relationship building (sales team) | ₹8 Lakh/month | 10 months | ₹80 Lakh | 2 sales reps × ₹4L/month salary + travel + samples |
| Procurement intelligence gathering | ₹2,500/retailer | 800 | ₹20 Lakh | Order history, seasonal patterns, pricing data collection |
| Geographic coverage (250+ cities) | ₹25,000/city | 250 | ₹62.5 Lakh | Travel, local agent fees, market intelligence |
| Time value (opportunity cost) | — | 2–3 years | ₹40 Lakh | Delayed market entry cost at 15% discount rate |
| Total Replacement Cost | — | — | ₹2.32 Cr | Before obsolescence discount |
| Obsolescence Factor | Discount | Rationale |
|---|---|---|
| Business dormancy (~1 year) | -20% | Retailer relationships need reactivation; some may have moved to competitors |
| Contact data staleness | -10% | Phone numbers, emails, addresses may have changed |
| Market evolution | -10% | New retailers entered market; some old ones may have closed |
| Total Obsolescence | -40% | Applied to replacement cost |
* Conservative rounded down to ₹0.8 Cr to reflect maximum risk scenario. Optimistic rounded to ₹1.5 Cr for strong buyer with reactivation capability.
Method: Cost-per-Contact (Customer Acquisition Cost) — Based on the blended CAC for acquiring equivalent verified customers in India's apparel market.
| Channel | CAC (India, 2025) | Source |
|---|---|---|
| Digital / Performance Marketing | ₹800 – ₹1,500 | India e-commerce benchmarks 2025 |
| Retail / In-store Acquisition | ₹300 – ₹600 | Offline retail CAC norms |
| Blended (Omnichannel) | ₹500 – ₹1,000 | Industry average for apparel brands |
| Applied CAC | ₹600 | Conservative blended rate used |
| Factor | Discount | Rationale |
|---|---|---|
| Data staleness (1 year dormant) | -30% | Email/phone changes; estimated 30% contact decay per year |
| Brand affinity erosion | -20% | Customers may have switched to active competitors |
| Market saturation | -10% | Customers now reachable via other channels |
| Total Discount | -60% | Conservative; optimistic scenario uses -40% |
Maximum obsolescence applied. Quick-sale floor price.
Standard obsolescence. Strategic buyer can reactivate relationships.
High staleness discount. Treat as supplementary asset.
Lower obsolescence. Buyer with strong CRM can reactivate brand loyalists.
| Asset | Method | Conservative | Mid-Range | Optimistic |
|---|---|---|---|---|
| Trademark IP CHAMP™ + VELOZ® (Class 25 & 28) |
Relief-from-Royalty | ₹3.5 Cr | ₹5.0 Cr | ₹6.0 Cr |
| Retailer Database 800+ stores, 250+ cities, procurement intel |
Cost-to-Recreate | ₹0.8 Cr | ₹1.0 Cr | ₹1.5 Cr |
| Customer Database 15,000+ verified contacts with history |
Cost-per-Contact (CAC) | ₹0.2 Cr | ₹0.3 Cr | ₹0.5 Cr |
| TOTAL VALUATION | — | ₹4.5 Cr | ₹6.3 Cr | ₹8.0 Cr |
| Transaction | Year | Value | Multiple | Champ Equivalent |
|---|---|---|---|---|
| OfBusiness – Indian Design Active sportswear manufacturer |
2025 | ₹1,300 Cr | 1.0× revenue | ₹4–6 Cr* |
| ABFRL – TCNS Clothing Women's ethnic brand (W, Aurelia) |
2023 | ₹1,650 Cr | 2.5× revenue | ₹5–8 Cr* |
| Suditi Industries – Gini & Jony Heritage apparel brand acquisition |
2024 | Undisclosed | Heritage brand | ₹4–7 Cr* |
* Champ Sports equivalent = Active brand multiple × 0.3–0.5 (dissolved status discount) applied to last active revenue of ₹10–15 Cr
Floor price for quick liquidation. All assets at maximum discount. Suitable for distressed sale or immediate exit.
Market-supported valuation. Negotiable to ₹5–7.5 Cr. Best for strategic buyer with execution capability.
Achievable with the right PE/VC buyer who has a clear turnaround thesis, strong execution team, and capital for revival. Requires competitive bidding process with multiple interested parties.
These are the most strategically aligned buyers for Champ Sports' trademark and database assets. Each has been selected based on their acquisition history, strategic fit, and financial capacity. Approach them with a concise 2-page teaser document highlighting the trademark registration, database size, and market opportunity — not the dissolved status upfront.
India's largest fashion retailer. Active acquirer — bought 51% of TCNS Clothing for ₹1,650 Cr (2023). Expanding into sportswear and athleisure. Champ's 800+ store network and swimwear heritage fills a gap in their portfolio.
India's largest retailer with 60+ brand portfolio. Aggressive acquisition strategy across all apparel categories. Deep pockets and pan-India distribution infrastructure. Champ's heritage brand + database gives instant sportswear depth.
Manages brands like Arrow, U.S. Polo Assn., Flying Machine. Actively expanding into activewear and athleisure. Champ's swimwear heritage and Tier 2/3 distribution aligns with their mass-market expansion strategy.
Founded by ex-Flipkart executive Rishi Vasudev. Acquired The Label Life, Pepe Jeans Inner Fashion, Chumbak. Raised $21M in 2025. Actively seeking heritage brands with offline distribution for digital revival. Champ is a perfect fit.
Founded by Ananth Narayanan (ex-Myntra CEO). Manages 12+ brands across apparel, beauty, home. 30% revenue from overseas. Actively seeking brands with strong offline presence to complement their digital-first model.
Large Indian innerwear and sportswear manufacturers looking to move up the value chain into branded activewear. Champ's trademark + distribution database gives them instant branded sportswear presence without years of brand building.
Exclusive licensee of Jockey in India. Strong in innerwear, expanding into activewear. Champ's swimwear heritage (Class 25 & 28) and Tier 2/3 distribution network complements their existing retail footprint.
India's leading consumer brand VC. Portfolio includes Mamaearth, Boat, Yoga Bar. Actively investing in heritage brand revivals and D2C plays. Champ's 40-year equity + 16-18% CAGR market = compelling turnaround thesis.
Focused exclusively on Indian consumer brands. Portfolio includes Bombay Shaving Company, Vahdam Teas. Known for backing heritage brand revivals. Champ's 40-year legacy and swimwear IP aligns with their thesis.
| Step | Action | Timeline |
|---|---|---|
| 1 | Prepare a 2-page teaser: trademark certificates, database summary, market CAGR data | Week 1 |
| 2 | Approach Category 1 (ABFRL, Reliance) first — highest capacity, fastest decisions | Week 2–3 |
| 3 | Simultaneously approach D2C aggregators (GOAT, Mensa) for competitive tension | Week 2–3 |
| 4 | Share full data room (trademark docs, database samples) with serious parties | Week 4–5 |
| 5 | Negotiate with 2–3 parties simultaneously to maximize price | Week 6–8 |
| 6 | Close deal with trademark assignment + database transfer agreement | Week 8–12 |