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Bacardi bullish about the company’s prospects in India over the next decade

The Art of Botanicals experience aims to open dialogue and provoke thought around finding creative and inspiring ways to move towards a more sustainable way of living. For this, they have collaborated with Herbivore Farms – an urban farm for flavourful, nutritious & pesticide-free produce. In their endeavour to #StirCreativity through sustainability, Bombay Sapphire Creative Lab presents “The Art of Botanicals” in association with Herbivore Farms. Zeenah Vilcassim, Marketing Director, Bacardi India, elaborates on her role in growing the Bacardi Indian Business and the focus on premium spirits.

Zeenah Vilcassim, Marketing Director, Bacardi India Pvt. Ltd.

What has been your experience after taking over in your new position?

I am an economist and data analyst by training. Immediately after my training, I moved into a management consultancy role at Ernst & Young in investment banking. Things kept getting interesting as I gained experience across different industries, moving to more creative spaces such as media, content, digital marketing, partnerships, and consumer insights – before becoming the Dewar’s Global Brand Director at Bacardi. This varied set of experiences coupled with my whisky knowledge – and we all know India is a whisky market – has really helped me navigate the complex environment that is India. Whilst it’s not without challenges, I believe India is one of the most exciting consumer markets in the world. Economic indicators are on the rise, and India is one of the fastest growing spirits markets with a diverse set of consumers that are becoming more and more educated about premium spirits. The next ten years of Bacardi and the whole industry will be hugely shaped and influenced by India and I’m thrilled to be a part of that journey.

Which of the brands in the Bacardi portfolio excite you and will these be the focus of your marketing initiatives?

We are firmly focussed on premium spirits, and you will know that both brown and white spirits play a big part on our Best 10 strategy – a strategy we put in place in 2018 for the growth of the Indian business 5x by 2030. We will drive our core brands like Bacardi, but will also continue to push the new premium aged range Bacardi Reserva. We will continue our market leadership with Grey Goose and launch new innovations for Bombay Sapphire. We will drive a strong whisky portfolio with our newly launched Premium Indian Whisky: Legacy, in addition to William Lawsons, Dewar’s Premium, and our beloved single Malts Aberfeldy and Royal Brackla. But we will also work towards being at the forefront of growing categories like premium tequila with Patron and new innovations coming into the market that are relevant to the Indian consumer. The future is looking very bright for all our brands, and we will always keep our consumer at the heart and innovate and grow based on their preferences and needs.

How well placed is Bombay Sapphire in the Global and Indian gin market?

Bombay Sapphire is no.1 in the premium and above gin category in India and globally, we are the market leaders in international spirits with Bombay Sapphire. In addition to our iconic blue bottle and our unique cold vapour infusion process, our mission is to be the world’s most sustainable gin. Now while it might seem like everyone is talking about sustainability at the moment, this is a mission we have been working on for over the last eight years. We launched our distillery in 2014 that runs on 100% renewable energy and has been awarded the carbon trust standard. All of our bottles are made from 100% recycled materials including the metal cap as well as the product labels which are made from paper approved by the Forestry Stewardship Council and we’ve worked on making every one of our botanicals 100% sustainably sourced throughout its supply chain. We are the only gin in the world that can claim that all its botanicals are 100% sustainably sourced. It’s our responsibility to take as much care about the farmers and their communities as we do about the botanicals they grow and harvest for Bombay Sapphire. Therefore, we have invested in sustainable farming practices across every single element of the supply chain for all our botanicals.

We will only work with suppliers who act responsibly and ensure a sustainable future for farmers, their communities, and the environment. Last year was when the last out of our 10 key botanicals was given the ‘For Life’ certification of sustainability. We have accomplished something in the space we only thought was a pipe dream 10 years ago.

We believe we are incredibly well placed to not just retain our market leadership position, but also to grow it further and India is a big part of that strategy. We know the craft gin revolution in India is well and truly here so in addition to our strong credible message around sustainability we will also continue to innovate with products that are relevant to the Indian consumer – the first of which is the Bombay Sapphire Sunset that we launched recently in Goa. Inspired by the warm glow of the setting sun in addition to our 10 key botanicals, Bombay Sunset consists of three new Botanicals – Indian White Cardamom, Indian Golden Turmeric, and Spanish Mandarin peel. It is a unique take on a premium gin and highly limited edition – once it’s done it’s done. But rest assure there will more innovations from Bombay Sapphire coming your way soon to the Indian market.

What was the Art of Botanicals event message for consumers besides being a fun event?

Bombay Sapphire’s brand positioning is all about fostering creative self-expression and this is critical to our core. We believe that we’re all actually born creative beings, but life beats it out of us and stop us from believing we are truly creative. As a brand Bombay Sapphire aims to inspire creativity in every aspect of life to every and any person around the world. This is emphasised and brought to life through our “Stir Creativity” platform, reminding the audience that creativity can be found anywhere and is an inherent part of every human being. This ties back into the versatility of Bombay Sapphire’s premium gin and how one can get creative with it anytime, anywhere.

The ‘Art of Botanicals’ experiential platform by Bombay Sapphire aims to showcase the many ways in which one can express themselves creatively while living consciously. Given Bombay Sapphire’s ten sustainably sourced botanicals, we simultaneously showcased this through innovative cocktails inspired by collaborators in the sustainability space across Mumbai and Bangalore. The “Art of Botanicals” platform is an immersive event that ties various experiences back into the key message of “creativity” and “sustainability” with collaborating brands such as Herbivore Farms (Mumbai) and Anand Malligavad (Bangalore).

What according to you is a sustainable marketing strategy?

Sustainability in business is the ability of an organisation to thrive over time in a way that protects and replenishes resources. We have always believed in communicating with our audience with empathy and listening closely to what our consumers have to say. Therefore, to be transparent with them across aspects such as the brand’s efforts towards sustainability, its ecosystem, and the way it functions, is imperative.

We have also committed to reviewing our global supply chain, with the aim of removing non-essential, non-recyclable single-use plastic and are currently reducing the use of PET bottles for select smaller SKU’s in India and moving to glass instead. As part of our overall efforts during F19, we also reduced our glass bottle weight and increased use of “Returnable Glass Bottles” which resulted in 1500 Metric tonnes of lesser Carbon emission and are working towards a plan to reduce it further by 20% resulting in a reduction in carbon emissions by 1800 Metric Tonnes.

What is the overall strategy for the promotion of your brands in the marketplace?

Our strategy has always been to invest in creating sustainable platforms and experiences across brands; creating greater impact and increased emphasis on cultural relevance year on year. Our brand campaigns have been at the forefront of popular culture, resonating with consumers across demographics. Being a brand that has been synonymous with identifying and popularising new cultural trends for over 157 years, we’ve been the first-movers in the creation of campaigns and experiences, inspired by alternative cultural trends, resulting in platforms like Bacardi NH7 Weekender, BREEZER Vivid Shuffle, Dewar’s You’ve Got Chef’d, and our latest Art of Botanicals platform.

Bacardi has generated immense love through platforms such as Bacardi NH7 Weekender, one of the most iconic, immersive music experiences that was one of the first platforms for alternative music and has seen over half a million consumers walk through the festival.

BREEZER Vivid Shuffle is India’s biggest Hip-Hop festival, which celebrates grassroots Indian hip-hop culture – built on Breezer’s commitment to champion and support youth sub-culture.

With a varied target group, each of our brands connect with consumers in their own unique way – Bacardi leverages its legacy in music, Bombay Sapphire speaks of a consumer’s creative expression, Breezer encourages the genre of hip-hop and dance subcultures, while Grey Goose elevates lifestyle.

We have worked with some of the most engaging and popular content creators and platforms to stay ahead of the curve. Overall, our innovative way of reaching out to audiences has resulted in content that has received over 100% increase in organic engagement as opposed to solely leveraging traditional models. All of this was followed by Bacardi India winning the award for the ‘Best Brand Extension Campaign of the Year’ at the Kalelido awards hosted by Brand Equity in March 2019 for the brand’s work on the ’Bacardi House Party Sessions’ campaign. Bacardi House Party Sessions had garnered an overall unique reach of 5M and drove 1.3M conversations on social media.

Are you looking at inorganic growth to become the market leader (Inorganic growth is through mergers and acquisitions/buying and selling companies)?

Because we also aim to keep our consumers at the heart by understanding their needs and preferences, we wouldn’t rule out any possibility. If the right opportunity presents itself, we will always look to deliver to our consumers, what makes sense to them and our firm commitment to being the number one premium spirits company.

Any new BII whisky launch in the pipeline?

With India being the largest whisky drinking nation that reflected an annual consumption reaching 220 million cases in 2019, the opportunity to expand in the Indian market has been tremendous. While we continue to premiumise our portfolio across categories like Dewar’s Premium and Double Double ranges as well as our single malts (Aberfeldy and Royal Brackla), we also recently announced our first-ever Premium India Whisky, Legacy.

India is one of the fastest growing markets for Bacardí globally, and the organisation is rapidly investing behind its strategic and ambitious vision for the market. The Indian whisky category is primed for the next stage of its evolution, and we saw this as the perfect opportunity to drive that shift forward. We have found our own way to take the category codes we know work and put a modern contemporary spin on them. Legacy Premium Indian whisky is proudly Indian and truly embodies the culture and passion of India. Legacy has now been introduced across shelves in Maharashtra, Telangana, and Uttar Pradesh with plans to expand into further markets in the coming months and years.

Legacy has been crafted with a one-of-a-kind blend that combines Indian and Scottish malts with Indian grains. A rich blend layered with subtle peaty notes, fruity notes, and undertones of toasted oaks with a whiff of spice and a delicate vanillic smoky finish, Bacardí has created an impeccably smooth yet perfectly balanced whisky for the Indian consumer.

This momentous launch in our companies’ history also demonstrates the true commitment Bacardi Global has been putting in, especially for India.

Anheuser-Busch InBev launches Budweiser Magnum whiskey in India

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For a numero uno beer brand to become a whisky brand is step in the right direction especially if the country is India which is a whisky drinking country.

The world over, whiskey has been seeing a renaissance. Bourbons, Scotch, craft distillations are all riding a wave of popularity among millennials. There has never been a better time to be a whiskey lover. The brown liquor is now more popular, more diverse and, most importantly, more delicious than ever.

The Indian alcohol market has been dominated by darker liquids, with 72% of total spirits’ consumption in the country being whiskey. According to the research report – ‘India Whisky Market Outlook, 2027-28’ – India consumed 237.22 million cases of whiskey in 2021 and the consumption is to reach 289.49 million cases by 2027-28, which would generate revenue of over ₹287000 crores.

In a first, brewing company Anheuser-Busch InBev or AB InBev, which has a diverse portfolio of global beer brands, including Budweiser, Corona, Hoegaarden, Stella Artois, among others, entered the spirits market in India with the launch of blended American whiskey under its brand Magnum Double Barrel in select markets. The move is part of the company’s Beyond Beer portfolio. It also is in line with its strategy to tap the trend towards premiumisation in the alcoholic beverages market in the country, while keeping consumer centricity at the core.

Artfully curated for the Indian palate but distinctively global in manufacturing craftsmanship, Magnum Double Barrel whiskey is a combination of American corn whiskey aged in white oak barrels in Kentucky and the finest of Indian single malts aged in ex-Bourbon casks, in Goa. The company is sourcing and blending Magnum Double Barrel whiskey in partnership with Sazerac and their Indian subsidiary JDPL; which has resulted in a blend of signature flavours that are silky soft with a malty and complex, creamy finish.

Commenting on the Beyond Beer portfolio and product launch, Vineet Sharma, Vice President Marketing – South Asia, AB InBev said, “Beyond being the 2nd largest spirits’ market in the world (10% of global spirits consumption) and the biggest whiskey market by volume / consumption — India also enjoys the benefits of favourable demographics, trends complimentary to premiumisation, a positive outlook on ease of doing business (EODB), and policy. We see a huge opportunity for premium offerings across the beverage category, in line with our overall premiumisation strategy. For Indian consumers, the attitude towards premiumisation is category agnostic making the country a lucrative ground for innovations across price points and categories. As a consumer-first organisation, we are actively listening to our patrons and tracking trends, behaviours and the launch of American blended whiskey — Magnum Double Barrel — is an effort to energise, reinvigorate the category, adding much-needed newness, fereshness to it. It is a true homage to the collaboration and exchange between continents, countries and cultures. The unique concoction of American corn whiskey with the finest Indian single malt is a first for the Indian audience.”

For most Indian drinkers, whiskey is an aspirational drink and the elemental choice. Widespread up-trading was evident pre-pandemic; 2021 has seen the trend accelerate significantly. As the second-largest importer of Scotch after France, India has the necessary expertise and skill to distil superior quality, globally admired, critically acclaimed liquids and ready audience in the country’s LDA (legal drinking age) + millennial consumers with disposable income that allows them to experiment. Thus, it’s a lucrative market to tap.

Taking us through their distribution strategy, Sharma said, “India is now amongst the top five markets for Budweiser globally and holds steadfast in its position as the country’s fastest growing premium brand. Over the last few years, we have gone from strength-to-strength and have an established distribution network across the nation. At present, Magnum Double Barrel will be available at select alcohol retail outlets, premium pubs, bars and leading restaurants. The plan is to listen, learn and expand.”

The company has already introduced the product in leading alcohol retail outlets in Maharashtra at ₹2,800, Goa at ₹1,800 for a 750ml bottle, and soon will be available in Karnataka, Haryana, West Bengal, Uttar Pradesh, and Punjab.

Further revealing the plans to promote the brand, Sharma informed that Magnum Double Barrel’s launch campaign — Make New Happen — delivers on the spirit of innovation and originality. “The objective of the campaign is to liberate whiskey by creatively tapping the cultural nerve of consumers who are rewriting the rules of its consumption and breaking perceptions around it. The communication caters to the ever-evolving, diverse tastes and preferences of consumers above legal drinking age who emphasise savouring their drinks by experimenting with flavours and discovering premium alternatives to classic blends. We also have long-standing relationships with music festivals, events, and allied partners, and we will be sampling across to get feedback from consumers. We really want the unique blend to take center stage and let the product speak for itself. We will continue to spotlight people, places, and passions by expertly crafting experiences for contemporary India,” he added.

Chandon India says cheers to celebrations and experiences

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What is the current portfolio of brands that the company is marketing in India?

In India, the company is involved in the import, sales, and marketing of Moët Hennessy’s luxury portfolio of wines and spirits, besides operating the Chandon winery in Nashik. Apart from Chandon, the current portfolio in India also includes brands like Moët & Chandon, Dom Perignon, Glenmorangie, Hennessy, and Belvedere that have helped in driving revenue for the country’s overall sales. There is also a larger portfolio of wines, champagnes, and still wines that we sell in India. Moët Hennessy as an organisation is also introducing experiences among all our brands. Based on our understanding of the consumer mindset of trends that are happening, and also the quality of experiences that the consumers are looking for, but also elevate it to something that they may not have seen.

Are all marketing initiatives directed to the Indian market or also to the export market?

Moët Hennessy India is focussed on building desirability for consumers residing in India whether they purchase Chandon during their international or domestic travels, while our core goal is still building brand love for consumers in India.

What new brands do you plan to add to your portfolio?

Moët Hennessy has deep innovations in the pipeline. In the last year, we have introduced three to four new brands in the wine space and continue to build our portfolio of imported wines. There are also some spirits tested internationally that we plan to introduce in the Indian market by introducing it via the airport channel and continue to build that space for Moët Hennessy India in the years to come.

What has been the cornerstone of your pricing strategy for the Indian market?

Moët Hennessy uses retail selling price which is established for the consumer in the positioning of the product as well as our comparative strategy. We plan to use the retail selling price as the key driver in how we price our products in various markets. Having said that, India has multiple layers in pricing due to state policies and excises, and the strategy of pricing varies from state to state.

How are your different brands faring in the Indian market?

In the Indian market, we are market leaders for Cognac and Champagnes. When it comes to the other brands we have an aggressive strategy to continue to build on our single malts and vodka portfolio in the market and there is a large portfolio of wines that we are aiming to build and are loved by consumers and introduce them in tier 1 & 2 cities as well.

Which are your marquee brands and how do you plan to boost their growth?

Each of the brands under the Moët Hennessy India portfolio has a unique strategy set in place owing to various factors like the consumer target group, market availability, growing trends, etc. We aim at building awareness and top-of-mind recall for our brands through creative campaigns and the right partnerships, as we did with Chandon for the Rosé O Clock and Own The Sunset campaigns. The Rosé O Clock campaign solely focussed on celebrating moments with friends and family while featuring the Rosé variant which is growing the fastest among wines, which has resulted in an increase in sales in the Rosé variant within the portfolio mix. Own The Sunset campaign positions Chandon Brut and Chandon Rosé as the perfect drink to celebrate with your close circle while enjoying picturesque sunset moments.

What new sparkling wine moments do you plan to create to increase sales of your brands?

Sparkling wine, as a category has really grown over the last year, because of the occasionality of that product, or that category has really gotten expanded. We’ve seen during the pandemic, people occasionally picking up a glass of wine during the day, we’re seeing people celebrating small occasions at home and small celebrations, milestones if you might. So with that, we feel like the occasionality of sparkling wine is becoming more diverse. And, you know, our campaigns, especially on Rose o’clock, which we spoke about, allowed us to sort of capture those consumer occasions and build brand law in those locations. Leaders from various fields of life while showcasing their unique sunset moments distinct to their own personalities.

Do you plan to take the cocktail route more aggressively?

The emergence of the Indian bartenders in the global cocktailing scene is representative of consumers becoming more open-minded and experimental with their drinks. In our survey, nine out of 10 Indian drinkers said that they’re willing to try more categories. With that context, earlier this year, we hosted Hanky Panky from Mexico, the 8th best bar in World’s Best Bars in a 2 city bar takeover tour. Moet Hennessy will continue to build unique experiences for Indian consumers focussed on global trends.

Any new marketing tools you plan to introduce in your marketing process to grow your brands?

We use consumer insights and focus group discussions quite actively, alongside various digital tracking mechanisms to check the effectiveness of campaigns, and share of voice in a digital space.

What kind of brand growth are you looking at?

The consumer is drinking better and the premiumisation trend is here to stay. With that, Moët Hennessy’s has a large portfolio of luxury wines and spirits which allows us to build a unique relationship with consumers.

Radico Khaitan goes from Local to Global

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It has been a long successful journey for Radico Khaitan which first produced supplied extra neutral alcohol ENA to production of their 15 brands, to creating five millionaire brands, operating 28 bottling units, going the premiumisation route, and creating world class brands in the luxury brands category. Dr. Lalit Khaitan looks back in retrospect at the journey and is confident that his son Abhishek Khaitan, who has worked alongside him will take the company to greater heights.

What effort does it take to make a company like Radico Khaitan? Can you share some insights into that?

Establishing a business from scratch requires perseverance and a clear vision. Nothing can be achieved within a few years. When my father, Mr GN Khaitan, bought the loss-making Rampur Distillery in 1972, we produced extra neutral alcohol (ENA) and supplied bulk alcohol for several liquor companies. We started production of our brands in 1999, and now have over 15 brands including five millionaire brands, and operate 28 bottling units across the country. The mantra for success is quite simple: understanding of market or segment, the audience’s taste, and taking decisions to narrow down market gaps.

What are the three key turning points that you attribute to the success of making Radico the biggest IMFL company today?

First turning point was when turned from a bottler to creating our own brands with – The launch and success of 8 PM whisky is the turning point as we started the branded IMFL business with it. We sold a record one million cases of 8 PM in the first year of its inception, a record that is yet to be broken by any other brand in India; in fact, it made it to the ‘Limca Book of Records 2001’ for the achievement. We utilised the best marketing brains and tools to popularise the product; even the commercials for the product won many accolades at that time.

Second was when we started premiumisation – with the launch of Magic Moments Vodka in 2006, followed by six versions under the brand Magic Moments Remix within two years of its release also helped us gain a strong footing in the industry. The brand established itself as the industry’s undisputed leader and category driver by capturing more than half of the category’s market share. Our decision to enter the vodka business paid off as Magic Moments rose to become the world’s seventh-largest vodka brand. I would also like to talk about the decision to go premium in 2009 with the launch of Morpheus XO Brandy as the game-changer for us and a successful PAN India brand.

Third was when we entered into Luxury segment -Then the launch of Jaisalmer Indian Craft Gin and Rampur Indian Single malt in 2018, not only mesmerised the Indian consumers, but brought a delightful experience to the connoisseurs’ world by endorsing Indian brands in the international markets. We have successfully built our brand equity in international markets and currently export products to over 85 countries.

Looking back do you feel that there are some things that you would’ve liked to do differently than today?

The way things have turned out for us, I would not change a single thing. The Branded story of Radico, which we started with in year 2006 is a perfect example of growth and scaling up.

A success of the company is directly attributed to its leaders. But how important is it to have the right team and processes in place to achieve that success?

If the team doesn’t resonate well with the vision and the mission set by the management, the whole idea of an efficient leader can fall apart. No success is assured without having employees who are focussed on accomplishing the unified business objective. In my view, anybody can copy machines, but it is manpower who makes all the difference in success and not so success.

What do you think Radico took such a long time to diversify into premium brands?

As I have always maintained, the decision to enhance the brand portfolio has to be taken after taking stock of the overall market dynamics. We entered the premium category in 2006 and that was the time when the liquor market was witnessing a shift from just social acceptance to the development of a society that enjoys drinks. The success of our premium brands attests to the right timing. Besides market leaders including Magic Moments Vodka with over 60% of the market share and Morpheus XO Brandy which has a market share of over 60% in the premium brandy segment- 1965 Rum has achieved a 10% market share in defence, Magic Moments Verve has achieved a 20% market share amongst all premium vodka brands and Rampur Indian Single Malt and Jaisalmer Indian Craft Gin are a rage not only in India but world over. This testament is proof of our timings being right and the strategy being robust.

In the last two years, the company has been churning out some great products in the gin and whisky category like Jaisalmer and Rampur? Moving forward do we expect to see more products like those?

Product innovation is of the utmost importance for us. Our latest offerings including Royal Ranthambore Heritage Collection Whisky and Magic Moments Dazzle have been yielding encouraging responses. We are also working on scaling up the existing brands like Rampur Indian Single Malt, Jaisalmer Indian Craft Gin, 1965 Spirit Of Victory Rum, Morpheus Brandy, and 8 PM Premium Black Whisky. Going forward, you will see a host of products in the premium range from the House of Radico Khaitan.

With its premium products, Radico is focussing a lot on exports as well. But slowly these products are now available in India as well. What was the reason why this strategy was adopted? Was it to replicate the success that some of the other manufacturers have achieved using this route?

We had this strategy for two of our luxury products Rampur Indian Single Malt and Jaisalmer Indian Craft Gin and it worked wonders for us. Both the products are a rage world over. The primary reason was that the single malt and the craft gin categories were already established abroad. In India, these categories are now emerging. Hence, we launched the product first in the international market before bringing them to the domestic market.

What was your vision for the company a decade back and how has it changed considering where Radico is today?

My vision is to work constantly to improve quality standards and enhance customer satisfaction. And it has always been that. Be it last decade or two decades ago. I do not feel that we have to change it as it ultimately gets converted into revenue growth and increased market share. The Customer is the King for us.

The dynamics of the industry and also the way it operates is constantly changing. What are your thoughts on those? Is there anything that you would like to see differently about the industry or any suggestions you would like to make that can improve things?

Right from advertising to marketing, liquor industry operates in a very challenging business environment. For instance, alcohol companies are not allowed to advertise directly so we have to strategise differently to make our brands more visible, rope in more brand ambassadors, and create creative campaigns with infotainment. Since the market is also growing, we have to be on our toes to offer the best products to our consumers and devise marketing strategies that will ensure that our products reach them.

One of the major challenges that has emerged in the recent past is around our surrogate brands. According to the existing rules, companies need to have a separate revenue model for the surrogate brands with a certain amount of turnover and this creates an additional challenge for us.

However, we find solutions to all of these obstacles within the purview of law because we are a responsible company. We have a legacy to maintain. Non-compliance with state regulations is not an option for us. Since we have over 75 years of experience in liquor manufacturing and 25 years in the IMFL business, the company knows about the law across states and knows how to adhere to it.

In Abhishek, you have a son that has led from the front along with a great team. How does that make you feel as a father?

As I worked hard to help improvise and enhance my father’s vision, I am seeing the same zeal in him. He was instrumental in taking the call towards launching our own brands and premiumisation drive which turned the fortunes around for the company. He is a new-age leader who people look up to and that makes me an extremely proud father.

How difficult is it to compete against multinationals as an Indian brand? Your thoughts?

Once a company has a sound understanding of the market, and back that knowledge with its quality products then competition doesn’t pinch much – be it from domestic or multinational brands. Within two decades of launching our brands, we have expanded our reach to over 85 countries, which is an indication of the capability of Indian brands. I would like to give an example of our latest products Rampur Indian Single Malt and Jaisalmer Indian Craft Gin here; when we took the product to the international market, people were surprised by the fine quality leading to immediate acceptance. The idea behind giving this example was that once you have quality products according to the tastes of the people, competition becomes secondary.

The Struggle with Counterfeiting in Spirits Industry: Coming out of Covid Crisis

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Spokesperson: Mr. Ankit Gupta, Gov Body Member, ASPA (Authentication Solution Providers’ Association)

What has been the counterfeiting scenario in the spirits industry during the Covid crisis?

During the Covid crisis, alcohol in India has emerged as the sector with the largest number of counterfeiting incidents. This includes adulteration, trademark infringement, fake liquor, fraud, and other ways to copy products. According to ASPA counterfeit news repository study, alcohol continues to be in the top five sectors in 2018, 2019 and 2020 facing these risks. The same trend continued through 2021. Alone in Uttar Pradesh officials had seized approximately 12.57 lakh litre illicit liquor till November 2021 (Source: Aabkari Times, December 2021).

Despite being one of the most regulated sectors, in normal circumstances also alcohol industry is one of the biggest victims of counterfeiting and illicit trade. During the pandemic the industry was hit badly as sales through restaurants, hotels, etc. was adversely affected. Drinking at home became more acceptable and picked up but was still not enough to substitute the lost revenues. While the industry was struggling with low demand, criminals exploited the demand-supply gap to sell more quantities of counterfeit liquor, creating an even bigger threat to human well-being.

Why is the alcohol industry one of the top targets for counterfeiters and illicit trade?

Criminals are attracted to the alcohol industry because of various reasons e.g. high profitability, evasion of taxes, low consumer awareness, lack of universal pricing in India as well as high demand. In addition to this, the easy availability of raw material Methyl Alcohol, which is widely used for industrial purposes is another reason.

The margins for criminals are considerably huge and despite regulations, the task of counterfeiting and illicit trade is not being made challenging enough for them. During lockdowns, restricted access to and availability of good quality liquor gave a bigger push to the sale and purchase of counterfeit or illicit liquor. In some cases, it was observed that people saw the acquisition of liquor in difficult times at higher rates as social status or public image booster.

The danger has increased as criminals are using more reckless methods of producing and smuggling alcohol. For instance, many incidents of liquor being produced from sanitizers or ethyl alcohol or spirits from petrol and diesel mixed with colour being sold in copycat or discarded packaging surfaced across the country. These products are hazardous.

How can counterfeiting be controlled effectively post-pandemic?

Development of a solution always starts with recognising the problem and assessing its magnitude. Counterfeiting has been underestimated and this has prevented the development of a robust strategy and solution to curtail it. The fight against counterfeiting and illicit trade needs to be fought from three fronts – policy, brand, and consumer. A policy framework that guides support and nurtures an ecosystem which strong against counterfeiters. It should protect businesses and consumers against counterfeiting malice while enabling effective law enforcement and effective punishment to those who commit the crime.

Being an integral part of the system, brands should take solid steps to protect their products by building an adequate defence of anti-counterfeiting solutions and traceability infrastructure. For instance, multi-layered protection through packaging by implementing anti-counterfeiting solutions which make it almost impossible to copy – one-time break seals and sleeves. Supported by smart solutions such as tax stamps, digitally readable labels, QR Codes, etc. Made more effective by awareness which educates consumers about how they can safeguard themselves from counterfeit products.

Consumers can play an important role in the fight against fakes, they are their first line of defence. A little bit of carefulness and attentiveness on their part while buying liquor can save them from getting cheated.

Can the online sale of alcohol be a welcomed trend? Can it help in curbing the sale of counterfeit liquor in the country?

The pandemic crisis has encouraged discussions about the online sale of liquor in many states. According to a survey by YouGov National survey findings, almost 60% of consumers are eager to purchase alcohol online. Safety and convenience have been cited as key reasons to prefer the e-commerce channel to buy alcoholic beverages. While the online channel offers consumers more choice leading to innovation within the category and incremental revenue opportunities for state governments, we need comprehensive regulations and safeguards for selling liquor online and need to tread with a lot of caution. The process and compliance regulations for alcohol delivery will vary from the delivery of groceries or essentials. Moreover, the possibility of alcohol being seized during transit and the adulteration of alcohol by criminals cannot be ruled out either. The authentication industry can offer technology-enabled packaging and anti-counterfeiting solutions that can plug these risks and challenges. The digital footprint cn help in traceability and if done with proper provisions it can ease the process of identifying and catching frauds.

John Distilleries bullish despite hiccups

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Covid has been challenging but John Distilleries is ready to bounce back thanks to the success of its Single Malt Brands. Being based in the South the company has also got its South strategy right. Paul John, Chairman and Managing Director, John Distilleries Pvt. Ltd., outlines the strategy to pave the way for the company’s bright future.

How has 2021 been for John Distilleries?

2021 was a challenging year, however we maintained resilience, built a growth in share points of our core brands in our stronger markets and expanded into new markets with our luxury portfolio.

What is the strategy for this year given Covid 3 and post Covid?

To stay positive and drive our internal strategy of prioritising channel mix and segment mix to deliver growth, this strategy has been working well for us over the past few years.

What has been the overall response to your premiumisation strategy?

The response has been very promising especially with our single malt portfolio garnering popularity across the country and the globe. In the domestic arena we’ve recently launched Roulette Premium Whisky – a peated whisky that stands apart from other whiskies in its segment/category, and expanded Fireball Cinnamon Flavoured Whisky into new markets, along with our BIO portfolio – Sazerac Rye and Buffalo Trace.

Are you looking at moving to the brandy segment given that the South is a strong market?

With Paul John XO we’ve already established a presence in the luxury brandy segment in the South as well, along with Roulette brandy which is popular across South markets.

What has been the impact of Covid on the company’s fortunes?

The impact has been tough as with most companies, and these past couple of years have been transformative in several ways for every industry with demands to adapt and evolve, but it has not deterred our zeal to deliver high quality products and maintain an innovativeness with consumer interest as priority.

Do you see a strong comeback for the company post Covid?

We believe in constantly and consistently delivering premium quality products for our consumers, and our efforts over the years have been recognised and appreciated. We will continue to dedicate our efforts to deliver the best and this gives us the impetus to keep moving forward.

How is the IMFL Division faring?

IMFL is a competitive segment, our core brands in this segment in the South are doing significantly well. We are now slowly expanding to newer markets with new brands and the initial feedback is very encouraging!

Has the success of the premium brands had an effect on the growth of regular brands?

Definitely. The success and popularity of our premium brands has had a positive rub-off on our new brands with the halo effect encouraging consumers to try our new offerings in the market.

What are your plans for sourcing raw materials for your single malts?

We’ve been producing single malt for the past 12 years, the major ingredient in the production of single malt is malted barley. We have annual contracts with different suppliers across India and we shall continue to source our raw material from these suppliers in future as well.

What are your expansion plans for 2022?

Our focus will be to build the footprint of our existing and recently launched brands especially our luxury portfolio, across markets.

Parksons Packaging Ltd. acquires Manohar Packaging, new entity to have presence across India

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Manohar Packaging, a leading player in the alcobev industry with a pan India presence has now been sold to Parksons. This gives Parksons a major presence in the alcobev industry. Aditya Patwardhan, Board Member, unveils details of the new entity and the way forward.

What is the nature of the sale of Manohar Packaging to Parksons? Can you share some details?

As widely published in leading newspapers and media, Manohar Packaging (“MPPL”) has been acquired in entirely, by Parksons Packaging Ltd., a Warburg Pincus owned company, and the industry leader in paper based packaging. Post the deal, the Board of Directors of MPPL has been reconstituted strengthening the company’s management team.

The newly constituted board includes Rameshji, Siddharth, and Chaitanya Kejriwal, from Parksons, and Hemant Mundra, from Warburg Pincus. I continue as a board member. All of us will work as a professional management team and continue to encourage an entrepreneurial mindset.

Till the time the integration is complete, MPPL will continue as a subsidiary, however all back end operations, reporting and data management will be merged and streamlined with immediate effect, to offer our clients a seamless experience with a newer and larger network of plants, with clubbed and standardised materials management. We hope to broadly convert around 300,000 tons of sustainable and renewable paperboard in the near future in toto.

What are the strategic benefits to both companies arising out of the transactions?

What this effectively means is, that our clients now have a network of eight mega plants spanning the length and breadth of India, with state-of-the-art technology, standardised inputs, systems, quality parameters, and methods of operations.

The care and detail with which we have been working with our partners and clients – be it in terms of packaging design, development, validation, to market supplies, will only improve. The combined strengths of Parksons scale, and MPPL’s domain expertise in alcobev, will be evident in the work we do going forward.

Our Design Park is unparalleled, and equipped with the best software and digital technology. The combined team of creative pre-press, technical packaging developers, coupled with production experience, will soon be deployed on new projects and will bear testimony to this.

MPPL’s plants located in Goa (West) and Punjab (North), will be part of the total network including Pantnagar (North – 2 units), Sri City (South), Daman & Chakan (West).

What I am most excited about is our increased ground presence with a state-of-the-art plant in Guwahati (North East), with which we can serve our clients in the east of India with speed and efficiency.

Will there be any changes to the way Manohar Packaging continues to work?

As in the case of most mergers & acquisitions, the aim is to grow the new entity and improve our overall ability to serve our clients. Given we’re a ‘B2B’ industry, it is extremely important to ensure we are moving in the same direction and journey as our valued partners.

The Kejriwal family and us share a common vision, the same mind set, goals, and growth plans. There was a meeting of minds, which ticked off all the boxes. The industry and our clients will be the biggest beneficiary of this deal.

Delineation and segregation between shareholding and professional management is important and we all are in it to grow as India’s most preferred supply partner for paper based packaging. Both our companies are held by Warburg Pincus and we’re glad to have them as we will continue to think like entrepreneurs, work in a professional environment, and deploy our knowledge and strength to drive more power to the company.

What is the status of the liquor packaging industry?

Currently, like the liquor industry, the supporting packaging industry is equally fragmented. There are a great number of players in the game, and we are happy to co-exist.

Clients decide whom they wish to partner with, and they have several criteria to choose from in terms of a holistic approach to supply chain, or purely price based on any given month.

We, at Parksons, run highly regulated and governed companies, with sustainability, social compliance, ESG taking high priority in the way we operate and run our facilities.

Hence we’re more focussed on long term client partners who value the need for transparency, professionalism, fair governance, and sustainable practices. We are extremely fortunate and honoured to partner with them, and I’m sure more beverage companies will value this long term approach eventually.

Alcobev is an exciting place to be, and is the gold standard for premium packaging. So likewise, most players in this field, need to be on top of their game with technology upgradation, technical knowledge, and downstream supply chain security given that commodity markets are in their most turbulent phase at the moment. This is where the long term approach wins for most.

How has the pandemic affected the company?

Here again, the fact that our organisations are well managed and governed helped a lot. Both MPPL and Parksons’ plants were up and running shortly into lockdown 1, with the highest safety protocols and were operating when our clients needed us most.

In unprecedented times, I am proud that the human ‘can do’ spirit and agility took precedence and we managed the show when many could not. I earnestly would like to thank our clients and mill partners for supporting us, so we in turn could deliver whatever was needed out of us in short notice with great agility and flexibility.

I would say, looking back, it has been the toughest learning curve for all of us, and we have come out of it stronger. I say this with certainty and hope, that the worst is truly behind us.

How can the premiumisation trend boost the industry?

Premium products are seeing higher salience and acceptance, maybe owing to increase in home consumption due to lockdowns, modernisation of retail outlets (Delhi), and clearing of red tape for home delivery / app enabled ordering of brands as an added convenience to the consumer.

The dark market woes of the alcohol industry still remain, and hence the pack is the first impression that the consumer takes home with them. Most marketeers understand this very well, and we’re beginning to see less ‘me-toos’ and more bespoke work in the recent few quarters.

With premiumisation and better margins, alcobev companies are able to experiment with new innovations, and can justify higher packaging budgets. This brings in a lot of excitement to the consumer as well as the retail shelves, leading to growth and diversification in the industry.

Improvements in the overall consumption experience that the leading premium brands offer, viz.; design cues, primary & secondary packaging upgrades, closure, to pour and palate should lead to better and wider social acceptance of responsible and repeat consumption in the near future. Premium outlets will need premium looking brands, and going by the Delhi market example, there should be tremendous headroom for growth here.

Cheers to that!

Oaksmith Whisky – A blend of Scotch Malts, Bourbon and Japanese craftsmanship

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The global premium spirits company Beam Suntory has combined its knowledge and expertise of premium spirits from across the globe to bring to India, a truly International blended whisky, ‘Oaksmith Gold’. It is a first of its kind spirit with the best of Scotland and The United States of America by blending premium aged Scotch Malts, aged Kentucky straight Bourbon – some from distilleries over 200 years old – with world class Japanese craftsmanship. Oaksmith Gold and its blend are a celebration of craftsmanship and global collaboration, combining the best of East and West in a beautifully crafted 6-edged bottle. A celebratory ode to the impeccable Japanese craftsmanship, Oaksmith Gold is an iconic global brand starting off from India, bringing in an unmatched international experience with every sip.

What makes it truly gold?

The ingredients do the magic. From Grain to Bottle, Oaksmith Gold is a spirit with a smooth taste. It delicately blends high quality aged Scotch Whisky Malts from the lush highlands of Scotland with aged Kentucky Straight Bourbon whisky from The United States of America using impeccable craftsmanship of Japan. As a result of this world class unique blend created by one of the most celebrated master blenders globally – Shinji Fukuyo, the man with over 30 years of experience creating the most famous award-winning Japanese whiskies in the world such as Yamazaki and Hibiki – the taste of Oaksmith Gold is rich, smooth and refined. On the palate, the flavour profile is mild but full body with woodiness from the oaks casks, on the nose, it is rich fruity and has a sweet top note followed by a hint of smoke (peat), on the finish, it is clean and smooth making it very delightful. This makes it perfectly suited to tickle the taste buds of connoisseurs and beginners alike.

Aged Bourbon Whiskies from the Americas

Elegant. Smooth. Refined. That is what four years of aging in newly charred American white oak barrels does to the bourbon, which goes into the delicate Oaksmith Gold blend. A method tested over more than 200 years of time – a method as old as the distillery that produces it.

Aged Scotch Malt Whiskies from Scotland

Oaksmith contains carefully selected Premium and Aged Scotch Malt Whiskies that speak of the pride and confidence of some of the most charming distilleries in Scotland. Crafted as nature intended, these precisely selected whiskies are known for wholesome maltiness, honeyed sweetness, a delicious creamy texture, and as much character as the Highlands of Scotland!

The Impeccable Craftsmanship of Japan

Japanese dedication to quality and craftsmanship is world renowned. Oaksmith Gold is a perfect representation of Takumi which in Japanese means ‘artisan’ or ‘skillful’ as it is an ode to Japanese craftsmanship. The rare blend has a fine balance of smokiness, sweetness and smoothness that was crafted by world renowned Shinji Fukuyo – Chief Blender at Suntory, the founding house of Japanese Whisky – after spending hours meticulously selecting aged spirits in oak barrels. The name – Oaksmith is a tribute to this craftsmanship, and the fine oak casks that Beam Suntory’s whiskies are aged in. From seed to sip, Oaksmith Gold is gentle on the nose and strikes a balance between the oak’s woodiness with notes of rich fruity sweetness giving it a clean and smooth finish. Further, to truly match it to the local palate, he travelled across the length and breadth of India to understand the nuances of Indian food and flavours and what could match perfectly with them.

What constitutes The Perfect Serve?

This beautifully crafted whisky blends well into any cocktail and pairs well with almost all flavour profiles of food. However, the perfect serve of Oaksmith Gold, is a celebration of purity, authenticity and high quality that comes alive recommended as 45 ml poured in a pre-chilled, wide mouthed whisky rock glass. Add signature Oaksmith Gold spherical ice for this Takumi ritual, if not, four big ice cubes or six small, and finally add water to taste, but no more than the pour size (45ml in this case).

Pricing and Availability

Oaksmith Gold brings Japanese mastery – otherwise a super-premium and luxurious phenomenon – to Indian whisky price points to elevate the product experience many notches above the standard segment offering. Oaksmith Gold is currently available in the states of Maharashtra, Telangana, West Bengal, Karnataka, Chandigarh, Goa, Assam, UP and ranges from Rs. 630 to Rs. 2,000 for a 750 ml bottle.

Greater Than Gin, yes, what can be?

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In the last couple of years, there has been a count of nearly 15 new gins entering the market, reviving the gin spirit, so to say. Of that 11 are from Goa. “It started off as a fluke as we decided that Goa had the best bottling partners for us. Since then, it seems quite a few others have taken that to be the precedent set and got to work,” that is Anand Virmani, the founder of Nao Spirits, manufacturers of Greater Than and Hapusa – premium crafted gins that are making waves in the markets available.

Virmani has his own take on how the crafted gin segment is evolving. He believes that Goa is not any more liberal than many other states in the country when it comes to excise policies. He dismisses it as a factor for launching Greater Than in Goa. Similarly, for the availability of botanicals, he states that the main ingredient for gin has to be either imported our sourced from the Himalayas in the north and that Goa is no different than any other part of the country when it comes to sourcing botanicals. As regards to water quality which Goa touts about, he is of the view that since all water in the production process has to be demineralised, the oriGinal water quality should not really matter.

But when it comes to Goa as the watering hole, he believes so that it is a great marketing tool. “The spirit of trying out new things is certainly important, especially since so many tourists come to Goa and take back gin bottles with them.”

Ambrosia: What is the reason for resurgence of gin which had taken a beating when vodka entered the Indian market?

Virmani: Vodka did this to gin in the 1950s globally. Gin has come back primarily because of the resurgence of cocktail bars which propagate classic cocktails, many of which just happen to use gin as their base. Ambrosia: There is a talk about uniqueness of the botanicals that goes into gin making. From a consumer perspective, what does botanicals signify?Virmani: Botanicals are what separate one gin from another. They are the main flavour components in any gin. Also, only high quality gins like ours use actual botanicals as opposed to artificial flavouring used by the cheaper, cold-compounded gins.

Ambrosia: What kind of growth are you seeing in the overall Gin market in India?

Virmani: The premium+ gin market in India (which excludes the low-end mass produced gins) are growing phenomenally well; easily around 30%+ CAGR. Ambrosia: We see a lot of premium brands being launched, is it because they are not meant for the masses?Virmani: Craft gin can only ever be premium. A low-priced gin, will not ever be a craft product. Even so, we aim to make our gins as accessible as possible.

Ambrosia: Could you tell us about the spark that led to the creation of Greater Than?

Virmani: The spark was quite simply the growing disbelief that India was not able to produce a single brand of gin that we could proudly call our own. It did not make sense to us, especially since India was the birthplace of the Gin & Tonic as well as the heart of the world spice trade.

Ambrosia: Which are the markets it is presently available now and what are your expansion plans?

Virmani: Our gins are present in seven different states across India currently as well as in over 15 countries outside India. We continue to grow as far and wide as we can without over-stretching ourselves. Assam has been our newest addition within India while New Zealand has become our most recent export market to come online.

Ambrosia: How is Hapusa different from Greater Than?

Virmani: Hapusa is a very small batch produced gin. It is primarily made with Himalayan juniper along with other botanicals found and sourced from across the country.

Ambrosia: Which are the markets it is present in – how do the two compete with each other – what is the USP of both?

Virmani: Greater Than is a classic London Dry Gin and is ideal for making cocktails or Gin & Tonics. Hapusa however, is far more characteristic and best enjoyed as a sipping gin or included in stirred cocktails like the Negroni or Martini.

Ambrosia: What next from ‘Nao Spirits’?

Virmani: Lots more

Stranger & Sons eyeing top bars of the world

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Craft brands in India are currently redefining the perception of premiumness. It is now much more about authenticity, craftsmanship and embracing innovation to produce something uniquely groundbreaking. Today, we see a lot of Indian consumers are excited to try a good homegrown product without it being a compromise and brands like ours are able to communicate and ensure our high quality standards. Moreover, with India’s growing cocktail culture, we see that a lot of Indian consumers are open to trying new, atypical cocktails as well as local, homegrown products which have indeed contributed to the rise of craft producers in the country. That is Sakshi Saigal, the co-founder and director of Stranger & Sons. In an email interview, she maps the journey of crafted gin which has just embarked upon an exciting phase of spirits in India.

Ambrosia: Could you tell us about the spark that led to the creation of Stranger & Sons?

Saigal: It goes without saying that we individually are not just cocktail enthusiasts, but also had access to observe the beGinnings of the Gin Revolution first hand. I was working towards my MBA in Barcelona, while Vidur was studying in the UK and Rahul had just set up his craft brewery in Mumbai. While we were tasting and drinking a variety of gins every day – whether in London’s cocktail bars or the Gin Tonics of Barcelona, we were getting well acquainted with the gin landscape. That’s when it piqued our interest as to why India wasn’t up to speed with gin although gin manufacturers all over the world looked to India when it came to sourcing botanicals and we kept encountering brands based on a vision of India that we knew very well had never been a reality. This made us question why products with these botanicals are made everywhere but here. To add to this, there wasn’t any other quality homegrown product then that was conveying the story from our perspective; so we decided to change that and embarked into a lot of research before setting up Third Eye Distillery.

Ambrosia: Could you give us insights into the growth journey of Stranger & Sons?

Saigal: It’s honestly been a phenomenal experience so far! Right from the start, we wanted to build a truly Indian gin that would stand out on the shelves of top bars in the world but fit in just as well in the colourful and vibrant bars in Panjim. Made from inherently Indian botanicals, Stranger & Sons Gin captures the essence of contemporary India in every bottle for a curious and discerning consumer. What makes Stranger & Sons interesting is how we celebrate our diverse, unique and complicated history while recognising India in its current context instead of the stereotypical version with just palaces, elephants, and so on. Embracing this wonderful strangeness inherent in the contemporary India we live in today through our gin allows consumers to connect with the story and the brand in a very organic manner. Creating this emotional connection with our audience has always been at the core of our thought process and that’s where we believe that it’s not just what our gin is made of that matters, but what it represents.

Starting out as a home-grown gin brand from Goa to being declared one of the 8 best gins in the world by the International Wine & Spirit Competition in 2020, to winning the highest honours at The Asian Spirit Masters 2021, we’ve managed to put Indian gin on the world map and continue to work towards showcasing India’s diversity to the rest of the world! We’ve had an action-packed and eventful journey so far and the terrific response we get from our consumers at our international and domestic events is backed by an exciting, entrepreneurial team, all of whom feel very strongly about the brand. With regard to sales, we sold 25,000 nine litre cases in our first full year of operations, which was extremely exciting for us and was mainly attributed to being available in just two Indian cities and one international market. This year, despite the pandemic, we will be focussing on domestic and international expansion.

Ambrosia: How much has the pandemic hit production?

Saigal: Being absolutely aware that it has been an extremely tough phase for the hospitality industry and brands including ours, thanks to our team’s sheer creativity and persistence, we never lost sight of our consumers, favourite bars and bartenders. During the pandemic, we launched ‘Strange Times’ bottled cocktails in Singapore as an initiative to support the trade, made in collaboration with some of the best bars there to help keep the spirits up amidst the pandemic. We also got selected as the first Indian brand for the Craft Gin Club and shipped bottles to over 70,000 homes across the UK. During the lockdown, we launched India’s first distilled cocktail with local, seasonal pink guavas – Perry Road Peru, in collaboration with The Bombay Canteen, a high-end Indian restaurant which was a massive success in the market! Regardless of the digital shift, we continue to prioritise innovation, crafting immersive experiences and strengthening our relationships with consumers and trade alike.

Ambrosia: Which markets are you present in and what are your expansion plans?

Saigal: We launched Stranger & Sons from the shores of Goa and expanded to Maharashtra, Delhi, Karnataka and Rajasthan within India and UK, Singapore, Thailand and the UAE, internationally. We will indeed be exploring various domestic markets including Telangana, Uttar Pradesh, Assam, and more. In terms of international expansion, we look forward to increasing our global footprint through our upcoming launches in Australia, Mauritius and more, very soon. Each new market brings a unique, diverse consumer base which makes the experience, well, let’s just say thrilling!

Ambrosia: What are the challenges – regulatory and distribution network – faced in India?

Saigal: In the spirits world, India has always been known for the sheer volume of alcohol we produce over anything else. The distilleries here are mostly large-scale, daunting structures and it’s difficult to contract distill small quantities here which is often a great way for craft distillers to beGin their journey. Adding to the challenge, India follows a federal system of laws and when it comes to alcohol and so, the guidelines and regulations vary across states in India. Access to good quality equipment and adequate space also pose a challenge, particularly once companies start expanding.

Ambrosia: Tell us about the botanicals that make your gin unique?

Saigal: Indian botanicals and spices that are indispensable to every Indian household and form the backbone of India’s culinary heritage. Among India’s most fertile states, Goa was a natural choice for us for its lush expanse of spice farms. The mace, cassia bark, licorice, black pepper and nutmeg that perfume our gin are sourced from spice farms surrounding our distillery making Goa the beating heart of our narrative. Our unique citrus peel mix of Indian Bergamot, Nimbu (Indian Limes), Nagpur Oranges & Gondhoraj have also been put together to represent different parts of our country and each of these citrus’ are extremely integral to the region they represent and make their way into local cuisine, juices, pickles, jams, preserves and more. By making use of all the wonderful spices available to us, we built a three-dimensional Gin that is proudly Indian and true to its oriGin. Our signature serves include fresh, flavourful Gimlets & aromatic, layered Gibsons which are also homage to India’s pickling and cordialling culture.

Ambrosia: What next?

Saigal: Third Eye Distillery was never built as a one-product-company right from the get go. There doesn’t go a day when someone from the team isn’t trying to answer this same question and one up the other. There are so many things that we’re working on at the moment when it comes to innovation and new product releases, no thought goes untested and no idea wins without a fight! We are also constantly trying to do our bit to make our distillery more responsible and sustainable while exploring new extensions and experimenting with various ideas. The one thing we know for sure, whichever product we release next, it won’t just be another bottle on the shelf, but will truly be adding to the conversation and be integral to taking our cocktail culture to the next step.