Category Archives: profiles

Suntory Global Spirits Underlines Strong Presence in Indian Travel Retail

Suntory Global Spirits is deepening its imprint in India’s thriving travel retail sector with a clear focus on premiumisation and experiential retail. Mandeep Singh Thukral, Senior Regional Commercial Manager, GTR India, Suntory Global Spirits, outlines the group’s strategic expansion and growing resonance among discerning Indian consumers, especially with the launch of the Bowmore Appellations Collection, now exclusively available at Delhi Duty Free and Ospree Duty Free, Mumbai (Arrivals).

Mandeep Singh Thukral, Senior Regional Commercial Manager, GTR India, Suntory Global Spirits

This exclusive single malt series features four rare, age-statement expressions, each finished in casks from celebrated European wine regions, fusing Islay’s signature smokiness with rich global terroirs. “The Bowmore Appellations Collection reflects our commitment to premium storytelling and innovation in the travel retail channel,” notes Thukral.

Expanding Footprint with Premium Spirits

India’s travel retail market is on a growth trajectory, propelled by surging international and domestic passenger movement and a strong appetite for luxury offerings. Suntory Global Spirits has positioned itself strategically with a comprehensive portfolio that spans across iconic Japanese whiskies—Yamazaki, Hibiki, Hakushu, Chita, and Toki—under The House of Suntory. This is complemented by American legends Jim Beam and Maker’s Mark, Islay favourites Bowmore and Laphroaig, and premium white spirits Roku Gin and Haku Vodka. Notably, Suntory’s portfolio also includes India-specific expressions tailored to local tastes, underscoring a nuanced and market-sensitive approach.

Creating Awareness Through Immersive Experiences

Suntory Global Spirits is not only selling bottles—it’s offering experiences. At the flagship Delhi and Mumbai duty-free outlets, the company has curated immersive shop-in-shop boutiques. These spaces feature Kigumi-style wooden lattice architecture, Marumado-inspired digital screens, Zen garden podiums, and interactive digital panels exploring artistic collaborations, including with Japan’s Chiso Kimono House.

A dedicated section on The Art of Japanese Gifting, complete with customisable Kandji cards, further enhances the shopping journey, reflecting the Japanese spirit of Omotenashi—wholehearted hospitality. “These installations aim to educate and engage, turning a duty-free visit into a meaningful cultural moment,” adds Thukral.

Capitalising on India’s Single Malt Surge

Recent data from the IWSR shows Indian Single Malts (ISMs) overtaking Scotch Single Malts in domestic sales for the first time in 2024, growing by over 25% this year following 75% growth in 2023. This transformation signals a distinct consumer pivot towards premium, character-rich whiskies.

“Such growth validates our long-term investment in India,” says Thukral. “While our Japanese whiskies continue to lead with global prestige, our Scotch single malts—including Bowmore and Laphroaig—are also seeing increasing demand.”

The introduction of travel retail exclusives like Bowmore Appellations is a strategic move to capture this discerning customer base.

Beyond India: Global Footprint with Local Relevance

The same emphasis on curation and premium offerings applies across other key travel retail markets like Dubai International Airport and Singapore Changi Airport. While the core lineup remains consistent, each market receives tailored activations and launches to cater to regional preferences.

The Kogei Collection – Japanese Kimono Edition (2024) and the Bowmore Appellations Collection, both GTR exclusives, have been rolled out in these locations, amplifying global brand synergy while respecting local consumer nuances.

Market Share and Future Pipeline

With a 5.5% share in the Indian market, Suntory Global Spirits is seeing robust growth—particularly at international airports, where average basket sizes and conversion rates are significantly higher. “It’s not just about volume, but the quality and aspiration behind each purchase,” says Thukral.

Looking ahead, the brand promises a pipeline of innovative, limited-edition expressions designed exclusively for travel retail. These are aimed at travellers who seek more than just a purchase—they seek a story.

“Our mission is to offer travellers a deeper connection to our brands—be it through craftsmanship, cultural heritage, or exclusive taste journeys,” concludes Thukral. “And India remains central to that vision.”

Abhishek Modi Works Off His Own Manual. And That’s Exactly Why Rockford Works.

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Walk into a liquor store today and you’ll spot it: the distinctive label, the sleek bottle, the growing shelf space. Rockford has carved its own path in the premium whisky segment. Behind it is Abhishek Modi, Executive Director of Modi Illva India Pvt. Ltd., a third-gen entrepreneur with a sharp instinct for what works, what sells, and what sticks. He has got degrees in chemical engineering and business, sure, but what drives him is an eye for detail and a taste for building things that last.

Modi Illva is a 50:50 joint venture between the Umesh Modi Group—whose businesses span pharmaceuticals like Betadine, cosmetics like Revlon, and large-scale distilleries—and Italy’s Illva Saronno, the makers of global staples like Disaronno and Tia Maria, with a presence in over 160 countries. Together, they’ve built a spirits company that continues to expand its footprint across India, with flagship labels Rockford Reserve and Rockford Classic at the forefront.

The company has recently announced an INR 100 crore investment in a dedicated malt distillery at its Modinagar facility, scheduled to go live by December 2025; a move that will support its ambition to produce premium single malts and scale up existing production.

In this conversation with Ambrosia, Modi shares insights on scaling distribution, why Tier 2 cities are key to their strategy, what shapes consumer loyalty in premium segments, and how the company is building for long-term relevance in a competitive alco-bev market.

Modi Illva’s growth in the premium spirits segment has caught the industry’s attention. What factors do you believe are driving this momentum today?

Several elements have contributed to this momentum, both within the company and in the broader market. A key reason is the change in buyer behaviour; particularly among younger, aspirational drinkers, towards quality and authenticity. At Modi Illva, we’ve responded by creating products that match these evolving tastes. Consistency remains central to our production philosophy. We’ve also developed a strong brand narrative rooted in our heritage while incorporating innovation. This blend has helped us connect with audiences, even in areas where brand loyalty is hard to earn. Our long-term investment in regional markets and ongoing relationships with customers has played a crucial role in maintaining this trajectory.

What’s your roadmap for the House of Rockford over the next few years? Can we expect new variants or entries into different whisky sub-segments?

Innovation continues to shape our direction at the House of Rockford. We’re not only working on new expressions but also rethinking how premium whisky can evolve for Indian palates. The coming years will bring considered portfolio additions and renewed trust-building. While Rockford Reserve and Rockford Classic are already well-established, we are examining avenues in craft, blended segments, and age-specific offerings. Collaborations with select distilleries are also being explored for limited releases that appeal to both existing patrons and first-time buyers. All future launches will uphold the standards Rockford is known for.

You’ve built a premium whisky portfolio that resonates with a discerning audience. Which markets or cities are you focussing on currently and why do these matter in your expansion strategy?

Tastes across the country are becoming more sophisticated, and whisky is increasingly tied to individual identity. While major metros such as Mumbai, Delhi, and Bengaluru remain integral, there’s substantial growth in locations like Jaipur, Indore, and Lucknow. These cities are seeing a rise in purchasing power and interest in elevated options. Our attention on Tier 1 and select Tier 2 hubs stems from the pace at which these regions are transforming. Early engagement helps us decode local nuances and develop meaningful connections with new audiences.

Distribution often makes or breaks a brand in the alco-bev space. What is your current approach to building a strong, scalable distribution network and how are you aligning it with consumer demand?

Ensuring availability across the right retail formats, pricing tiers, and channels is essential. We’ve already secured placement in 80% of relevant outlets nationwide. Our framework is structured to be both agile and robust, enabling us to respond to demand patterns swiftly. We rely on trusted partnerships across distribution and retail, built over time. As we continue expanding, our supply chain is being reinforced to maintain visibility without compromising on the aspirational nature of our labels. The system is designed to progress alongside the audiences we serve.

Is there a conscious push towards investing in marketing to strengthen brand recall, especially in newer or emerging markets? How do you measure that impact?

Our campaigns prioritise building real-world resonance rather than chasing volume alone. In newer geographies, we’ve increased our digital presence and local outreach—particularly in Tier 2 and 3 areas—where authenticity and regional relevance shape perception. We measure success through repeat sales, brand stickiness, and customer feedback loops. Meaningful interaction outweighs visibility metrics, and our approach reflects that principle.

We’ve seen an increased interest in Indian single malts, both locally and globally. Is that a category you’re actively exploring or building towards?

The traction around Indian single malts is undeniable, and we’re observing the space closely. Rockford has firmly established its place among premium blends, and we continue to track shifts in craft spirit preferences. Introducing a single malt would require a label that mirrors the quality benchmarks we uphold. For now, we’re expanding our existing portfolio while evaluating future entry points with care.

Production scalability becomes critical when a brand starts accelerating. Are there any backend developments or facility expansions in the pipeline to support your growth goals?

Yes, we are actively upgrading infrastructure to support upcoming requirements. This includes capacity enhancement, improved distillation technology, and streamlined logistics. Environmental responsibility is built into these upgrades. We’ve also fortified our quality assurance systems to deliver consistency, whether the batch size is small or scaled up. These steps are essential as we look to meet rising domestic demand and enter additional global territories.

From a consumer trends perspective, what shifts are you observing in India’s premium alco-bev consumption and how is Modi Illva adapting to meet those expectations?

There’s a marked movement among younger drinkers toward experiences tied to cultural connection, storytelling, and identity. At Modi Illva, we’ve responded with offerings such as Singhasan, a 100% Indian whisky designed for those seeking local relevance. The goal is to create products that reflect this mindset, while maintaining brand integrity and delivering a richer journey for the buyer.

Sustainability is no longer optional. Are there efforts underway at Modi Illva to make production, packaging, or sourcing more environment-conscious?

Yes, ecological responsibility remains a key area of action. We’ve taken steps to reduce our carbon footprint during distillation, introduced recyclable packaging solutions, and engaged with suppliers aligned to our sustainability goals. These initiatives are reviewed regularly to ensure alignment with industry benchmarks. As operations scale, these commitments will remain embedded in our practices.

With AI and digital tools reshaping every sector, do you see them influencing the alco-bev industry? If yes, how are you integrating tech into operations or consumer engagement?

Digital tools and artificial intelligence are helping brands operate with sharper insight and responsiveness. We use these to assess buying patterns, optimise supply logistics, and fine-tune campaign strategies. Real-time input enables us to test new formats and strengthen distribution agility. Whether through customisation, product planning, or service, tech is infused into our everyday decision-making.

You belong to a legacy known for building bold, category-defining ventures. What’s your approach to balancing tradition with modern disruption in your current role?

I work to retain the values that have shaped our foundation, while introducing newer methods suited to today’s context. We combine legacy knowledge with contemporary tools. This mix allows us to evolve while holding on to the consistency and ethics that define us. Progress doesn’t require replacing the past; it calls for building on it thoughtfully.

India’s position in the global alco-bev map is evolving fast. Are you seeing opportunities to export Indian premium spirits? Is that part of Modi Illva’s next phase?

Absolutely. India is gaining attention globally for spirits with character and quality. We believe our brands have the depth to connect with international audiences. Regions like Southeast Asia, Europe, and the Middle East are receptive to well-crafted Indian whisky. We’re actively assessing overseas entry points and see this as a natural extension of our domestic progress.

Looking ahead, what are the biggest milestones or breakthroughs you’re hoping to achieve, either as a business or personally as a leader?

Our target as an organisation is to become India’s third-largest alco-bev player. I would like to shape a label that delivers clarity, originality, and high standards. Rockford has established itself among premium blends, but the journey ahead involves stronger global recognition. This next chapter is an opportunity to contribute to India’s presence in the world of whisky.

Rapid Fire

Blended whisky or single malt: what’s your go-to?

Blended whisky.

One Indian city where you would love to launch an exclusive limited edition?

Keeping state policy in mind…maybe Goa or Gurugram.

Big branding campaign or silent disruptor, what’s more your style?

Definitely silent disruptor. I believe in the product to speak for itself.

Your favourite bar anywhere in the world?

The Connaught in London

If you weren’t building spirits, what would you be doing?

Building a disruptive retail brand in grocery business

What’s one thing people would be surprised to learn about you?

I am quite an open book. What you see is what you get!

Jonas Gustav Ax on Patrón El Alto, Tequila’s Rise, and What India’s Drinking Now

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A few years ago, if someone walked into a bar in Delhi and asked for tequila in a tumbler with ice, eyebrows would rise. Today, it fits right in. Spirits that once lived in the background of parties are now selected with care, discussed over meals, and sipped with intention. Tequila is part of this change, gaining recognition not through noise but through dimension.

Now arriving at Mumbai and Delhi airports during peak travel months is Patrón El Alto, the latest premium expression from Bacardi’s portfolio. With passport counters running overtime, new flight routes expanding, and flyers strolling through upscale duty-free stores before takeoff, this launch feels like smart timing.

Behind the scenes of this shift stands Jonas Gustav Ax, Head of Advocacy for Bacardi across India and nearby regions. With two decades of experience behind the bar and in the field—from London’s cocktail scene to Malaysia’s mixology circles—Jonas brings global perspective to local conversations. Based in Delhi with his wife and their rescue dog, he balances his time between bar takeovers, education programmes, and a growing curiosity about Indian ingredients.

In this interview with Ambrosia, Jonas shares why Patrón El Alto speaks to India’s new wave of drinkers, how it blends tradition with ambition, and what makes a tequila feel right at home in a whisky-loving country.

What makes the launch of Patrón El Alto in India timely from a strategic perspective?

India’s premium spirits market is expanding steadily, with consumers making more thoughtful decisions around what they drink. There is growing interest in products that reflect skill, origin, and quality. At the same time, cocktail culture is becoming more expressive, and bartenders are approaching spirits with new energy. This moment presents the right opportunity to introduce a tequila that captures both care in creation and potential for creativity. El Alto aligns with this shift and lands at a time when people are open to discovering something layered and thoughtfully prepared.

Tequila is moving into the premium category globally. What factors are supporting this change and how does El Alto connect with that direction?

Drinkers are becoming more curious about what goes into the bottle. There is growing awareness about where spirits come from, how they are produced, and what kind of character they develop over time. Tequila, which was once seen through a limited lens, is now being explored with the same attention once reserved for whiskies and brandies. For decades, Patrón has focussed on small-scale production and unprocessed ingredients. El Alto builds on that foundation by introducing a blend of aged styles that reflect precision and thought. It continues the journey while also expanding what tequila can offer.

El Alto is described as ultra-premium. How would you define its role in the Patrón collection, and how is it different from the others?

This expression sits at the highest point within the lineup. The core variants—Silver, Reposado, Añejo—highlight clarity and structure, while El Alto introduces additional depth through its blend of long-aged components. It draws from a range of barrels, each bringing something distinct to the final composition. What also shapes its identity is the use of both volcanic stone milling and more modern methods, resulting in a profile that is broad, polished, and complete. The attention to technique sets it apart in both texture and personality.

Tell us more about how El Alto is crafted. What role do blending and production methods play in defining its character?

The entire process begins with two contrasting extraction styles. The Tahona method, involving a circular stone, brings out grounded, mineral elements, while the roller mill introduces freshness and herbal tones. After that, the spirit is placed in a variety of barrels—eleven in total—each lending unique qualities. The final blend is assembled after several rounds of testing, where careful proportions are chosen. The result carries warmth, sweetness, subtle fruit, and a refined finish. It reflects care at every point, from start to final pour.

What inspired the choice to combine Extra Añejo and Reposado tequilas in this expression? Was this primarily creative or strategic?

It came from both intention and instinct. From a broader viewpoint, this combination creates something that appeals to seasoned agave fans as well as those more familiar with aged dark spirits. At the same time, it gave the master distiller room to create balance: one part richness, one part brightness. That duality makes it versatile. It performs well in spirit-forward drinks while remaining approachable in simpler formats. The blend brings together structure and softness in a way that adds reach across styles and settings.

What are some common myths about tequila that you’re hoping to change with El Alto and Patrón’s larger storytelling?

One of the most familiar beliefs is that tequila belongs only in party settings or is meant to be consumed quickly. Another assumption is that all tequilas deliver a similar experience, with little variation in quality. Through El Alto, the intention is to introduce a different perspective; one that highlights nuance, aging, and variety. This spirit carries the kind of structure and intensity often associated with dark aged liquors. Whether served neat, over clear ice, or in a well-built drink, it encourages a more considered way of enjoying agave.

Who is the ideal Patrón El Alto consumer in India? Are you targeting connoisseurs, new-age luxury seekers, or both?

Both profiles are part of the audience. El Alto speaks to individuals who already understand the value of process-driven spirits and are looking to explore further within the agave category. It also connects with a newer generation of luxury-minded drinkers who want experiences that feel international yet rooted in authenticity. These are curious people who look for meaning in what they select, and who value elegance and intention in their choices.

What’s the distribution strategy for El Alto in India? Will it be available only in select cities or at premium venues?

The emphasis is on placing El Alto in environments where attention to quality is a shared value. This includes bars and restaurants known for refined menus, thoughtful bartending, and strong engagement with premium spirits. Along with that, the spirit will be available in high-end retail outlets across key locations. This approach allows people to encounter the brand in different ways: through curated pours at hospitality spaces, or as part of their personal collection at home.

Can you share details around the pricing strategy for the Indian market and how it aligns with your global positioning?

This expression is crafted for those who appreciate refinement and are comfortable choosing quality through a well-made product. Its preparation involves selecting agave with care, aging across multiple cask types, and blending in small batches. That level of effort is reflected in the pricing. In Mumbai, El Alto is placed at ₹29,500, which corresponds with its position across other markets. The amount captures the time, materials, and craftsmanship that define its identity.

With India’s luxury spirits market evolving rapidly, what long-term opportunities do you see for premium tequila in the country?

India holds significant promise for growth in this category. As more people look for substance and origin in what they enjoy, tequila becomes a natural addition to their repertoire. Awareness around sipping tequilas is growing, and cocktail menus are evolving to include more agave-based options. The openness to newer formats, ingredients, and cultural references works in favour of this spirit. As people continue to explore spirits with character, tequila has the potential to become a regular part of premium choices in both casual and formal settings.

Are there plans to expand the broader Patrón portfolio in India following El Alto’s launch? What can we expect next?

The core Patrón range—including Silver, Reposado, and Añejo—is already present across India. With El Alto now available, the portfolio feels complete in terms of offering options for both cocktails and sipping. The next phase is not about more products, but about building understanding. That includes working with hospitality partners, creating engaging experiences, and giving drinkers more opportunities to explore how each variant expresses agave differently. Once familiarity grows further, additional introductions may follow, based on what consumers show interest in exploring next.

You’ve travelled extensively for the brand. How does the Indian palate compare when it comes to accepting complexity in spirits?

People in India have always had an appreciation for flavour that carries variation and richness. The way cuisine is prepared and enjoyed already reflects this instinct. When introduced to a spirit that reveals something new with every sip, the response is immediate. There’s curiosity and a willingness to ask questions, explore textures, and notice changes over time. This makes it an exciting space for introducing agave spirits with structure and identity.

How do food pairing and cocktail culture influence how you present tequila in emerging markets like India?

Food plays an important role in shaping how spirits are experienced here. The variety in ingredients, preparation styles, and flavours allows tequila to be presented in creative and surprising ways. Pairing El Alto with bold, well-seasoned dishes enhances both elements, creating an experience that feels complete. On the cocktail side, bartenders are constantly experimenting with new formats, regional ingredients, and storytelling techniques. Their work helps open new doors for tequila and brings it into conversations where it previously had limited presence.

Finally, what’s your favourite way to enjoy El Alto and how would you introduce it to someone trying tequila for the first time?

My favourite way to enjoy El Alto is on a big single block of ice, served super chilled. I also love it in a tall Ranch Water: El Alto in a highball glass full of ice, topped to the brim with soda water. For someone new to this style, that second option works well. It’s refreshing, inviting, and gives space to appreciate the liquid without overpowering the senses.

Simon de Beauregard on AI, Strategy and What’s Next for Pernod Ricard India

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A closer look at operational clarity and structured change. Simon outlines the mechanisms that guide progress across evolving business environments.

Transformation at a global company can look like a long list of frameworks, KPIs, and change decks. For Simon de Beauregard, Chief Transformation Officer at Pernod Ricard India, it looks more like a mix of sharp thinking, local intuition, and the steady rollout of tools that actually work. With over 15 years of experience across strategy, marketing, and digital roles in Europe and the US, Simon now leads a future-focussed mandate in one of the most layered alcobev markets in the world.

His remit spans widely yet stays precise; weaving technology into human behaviour insights, building teams that respond fast, and making room for innovation in a sector that comes with many rules. In this interview with Ambrosia, Simon walks through his approach to AI integration, creative enablement, regional execution, and the expanding role of data-driven intelligence across Pernod Ricard India.

How do you balance innovation with compliance while implementing AI strategies in a regulated market like India?

Responsibility forms the foundation of our work at Pernod Ricard India, and technology helps advance that cover across all areas. Strong compliance protocols shape both digital and physical initiatives, aligning fully with the Digital Personal Data Protection Act (DPDPA). Our AI roadmap prioritises governance, transparency, and sustainable outcomes. The team was designed with diversity and openness in mind, and we continue to strengthen our internal frameworks to maintain consistency, clarity, and long-term trust.

What’s the toughest part of changing internal mindsets while introducing AI into existing systems?

Mindset transformation is often the first, and most persistent, challenge. Encouraging teams to explore what AI can do—be it content creation, prompt development, or image generation—takes regular engagement. This shift begins at the leadership level and extends across departments. Our culture has always supported experimentation, which allowed us to embed AI early through our Key Digital Programs. These programmes focussed on communicating AI’s role, running detailed workshops, and investing in upskilling. Over time, we built internal teams that now manage these systems fully, allowing for tighter integration and stronger capability across the business.

Where do you draw the line on ethical AI usage in alcohol marketing within India’s context?

Our strategy reflects the country’s regulatory framework and its cultural distinctions. Every step—across content, outreach, and digital planning—complies with the DPDPA. Through our Drink More Water initiative, under Pernod Ricard’s global Responsible Party programme, we encourage moderation and hydration among adults of legal drinking age. Digital channels help share this message widely and effectively. The communication remains straightforward: balance matters, and water plays an essential role. The campaign has reached audiences globally and continues to grow through precision-driven distribution.

Could you share an example where AI-led insight shaped a campaign or business strategy?

Digital acceleration supports our premiumisation strategy in India. Tools such as Maestria, Matrix, and D-Star connect intelligence with action. Maestria studies usage patterns drawn from over 18,000 interviews to match each product with relevant occasions. Matrix tracks return on marketing investment, while D-Star enhances retail decisions through outlet-level data.

Maestria helps identify where each SKU fits across premium settings, and D-Star supported adjustments in bottle sizing based on regional preferences. This change contributed to a 46% conversion rate; significantly higher than the standard 10–20%. These platforms also assist more than 1,500 AI-supported sales representatives with real-time insights and agile decision-making.

Campaigns have also gained scale through these tools. During the ICC World Cup, we launched the “One Billion Films for One Billion Fans” campaign under Royal Stag Packaged Drinking Water. GenAI created personalised films placing fans alongside cricketing legends. With over 500,000 downloads, the campaign earned a Cannes Lion shortlist and multiple honours.

In another example, Imperial Blue Packaged Water’s Superhit Nights, in collaboration with Hardy Sandhu, offered personalised voice messages before his performances. This blended live engagement with digital interaction and contributed to a 50% increase in metrics such as click-through and view-through rates.

What are some of the early lessons Pernod Ricard India learned while integrating AI across sales and distribution?

A single framework doesn’t apply across India’s varied markets. Each region operates through unique regulations and distribution structures, which shape how data flows and tools respond. We adopted an 80/20 approach, starting with regions that provided higher return through faster scalability.

This required flexibility, domain-specific insight, and consistent experimentation. Customising global platforms for India played a central role in building long-term utility and relevance.

Does AI align with brand storytelling in a category like alcobev, where creative identity is key?

AI plays a supporting role across content development, audience engagement, and performance measurement. Our transformation framework was built to enhance human creativity by introducing greater speed, relevance, and precision. Tools like GenAI, customisation engines, and live performance analytics enable us to deliver communication that reflects both personal preferences and brand character.

Matrix allows continuous feedback by tracking response patterns and refining outreach strategies accordingly. These technologies work alongside brand teams, helping content stay consistent while adapting in real time to audience behaviour.

How does AI support outreach in India’s tier-2 and tier-3 markets?

We use technology to tailor brand presence in these geographies through specific partnerships and data-led localisation. For example, our activation with Swiggy Dineout introduced Jameson Ginger Ale and Ballantine’s Soda across select regional markets. This expanded both consumption occasions and consumer engagement, leading to a 40% increase in click-through rates. Campaigns like these combine national strategy with local insight, supported by AI-powered targeting.

What steps ensure that AI-led tools developed globally don’t overlook local dynamics in India?

India’s complexity requires finely tuned solutions. We adapt and calibrate every platform to suit market conditions. Maestria draws from extensive Indian research—over 18,000 interviews—and layers this data with pricing, demand projections, and behavioural analytics. This ensures that over 40 brands correspond closely with Indian usage patterns.

Matrix has been tailored to strengthen below-the-line performance, assigning financial outcomes to each tactical investment. D-Star improves store-level decision-making using real-time SKU information. Our local-first activations, including the Hardy Sandhu personalised campaign and the World Cup initiative, have begun shaping practices across other markets as well. These tools now serve as reference points within the group.

Where else across the value chain is AI making a difference beyond sales and marketing?

Forecasting plays a central role in planning, especially in a country as dynamic as India. We rely on AI-based platforms to estimate category growth, consumer preference shifts, and product performance at the state level. Social listening tools such as Radarly help us track emerging conversations, giving early cues for portfolio adjustments.

In operations, we apply computer vision in over a dozen safety-related scenarios; from spotting employees missing safety gear to identifying movement risks in high-traffic zones. At the group level, we’re scaling technologies like predictive AI, PR GPT, and sustainability-linked models for agricultural and environmental optimisation.

Our internal AI platform, Horizon, connects talent with opportunity by linking individual capabilities with business needs. This supports a skill-based workforce model that encourages learning, mobility, and future-readiness. Across the organisation, AI contributes to better planning, engagement, and workplace development.

What area still moves slowly across the industry when it comes to AI adoption?

Wider integration remains key. Value grows when AI reaches across business functions; from demand planning and content to supply chain and hiring. This has guided our own roadmap, where capability has been built across touchpoints. Our approach—framed as “AI meets conviviality”—channels real-world experiences with intelligent technology. This combination drives relevance, consistency, and personal connection across all consumer interactions.

QUICK TAKES

A campaign where AI’s impact stood out most?
The Absolut Vodka X Copy Lab project. The collaboration challenged how training data defines appearance and beauty. Through re-engineered inputs, it produced a set of fashion visuals that reflected inclusion and diversity, showing how AI can support cultural progress when guided with intent.

A skill that will define future leadership?
Integrated sustainability thinking. This area influences everything—from innovation choices and brand storytelling to performance measurement—across digital and product functions.

A professional shift that required personal adjustment?
Working in India brought new perspectives shaped by regional work styles and cultural codes. Immersing in this environment has added valuable depth to my learning curve.

A book or idea that influenced your outlook on innovation?
Tata Stories by Harish Bhat. It outlines how visionary thinking redefined industries while supporting community development. It reinforces how innovation becomes more impactful when anchored in purpose.

A space that helps you recharge and gain perspective?
The ocean. It’s where I reset, reflect, and reconnect with what matters.

A sentence that captures your leadership approach?
Curiosity builds bridges to ideas, people, and possibilities.

ZigZag Vodka – Scoring with premium craft beers and vodkas

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Ishwaraj Singh Bhatia, Co-Founder and COO, Simba Beer and ZigZag Vodka, with a family background in the alcobev industry has opted for premium craft beers, various variants of ZigZag vodka to breakthrough in the Indian market.

What made you opt for the alcobev industry?

My family’s legacy in the alcohol distribution business spans three generations, providing me with a deep-rooted understanding of the industry from an early age. Growing up, I was immersed in the nuances of beverage production and the cultural significance of alcoholic beverages. While studying in England, I witnessed a thriving craft beer movement and recognised a gap in the Indian market for authentic, homegrown craft beers. This realisation, combined with a strong entrepreneurial drive, led us to establish Simba Beer in 2016, with the vision of bringing a premium craft beer experience to Indian consumers.

Why craft beer and not normal beer, considering scaling up craft beer in terms of volume is a long journey?

Craft beer represents more than just a beverage; it embodies artistry, innovation, and a commitment to quality. Unlike mass-produced beers, craft beers allow for experimentation with flavours, ingredients, and brewing techniques, catering to consumers seeking unique and diverse taste experiences. We recognised that the Indian consumer was evolving, with a growing appetite for premium and varied beer options. While scaling craft beer presents challenges due to its artisanal nature, we believe that focussing on quality over quantity would resonate with discerning consumers. This approach has fostered a loyal customer base and positioned Simba as a distinguished brand in the market.

What kind of volumes are you looking at to achieve economies of scale?

Achieving economies of scale is essential for operational efficiency and sustainability. While specific volume targets are proprietary, we have strategically invested in expanding our brewing capacities. For instance, we established our flagship brewery in Durg, Chhattisgarh, which has enabled us to meet increasing demand while maintaining stringent quality standards. Our focus remains on scaling thoughtfully to ensure that growth does not compromise the artisanal essence of our products.

Is Simba Beer connected with Simba Chips?

No, Simba Beer is not connected with Simba Chips. The similarity in names is purely coincidental, and there is no affiliation between the two brands.

What kind of promotions do you plan to do for Simba?

Our promotional strategy for Simba is rooted in fostering a strong community and creating immersive brand experiences. While trade promotions vary by state, our primary marketing focus is on engaging consumers through experiential events and digital storytelling. For example, Simba Uproar 2025 in Delhi celebrated underground culture, providing a platform for grassroots talent in India’s hip-hop and street culture scenes. These initiatives not only enhance brand visibility, but also deepen our connection with our audience. Additionally, we leverage digital platforms to share compelling content, collaborate with influencers, and drive meaningful engagement.

Tell us more about ZigZag Vodka?

ZigZag Vodka is our foray into the vodka market, reflecting our commitment to quality and innovation.

Launched recently, ZigZag offers a meticulously crafted vodka experience, available in four variants: Original, Lime, Orange, and Green Apple, catering to diverse consumer preferences. Our vodka undergoes a rigorous filtration process using carbon, silver, platinum, and gold, ensuring a clean and crisp taste. The brand name ‘ZigZag’ symbolises the dynamic lifestyle of modern consumers who seamlessly navigate between their professional responsibilities and personal passions. This product embodies our dedication to crafting beverages that align with contemporary tastes and lifestyles.

Which states is the brand available in, and what are your plans to expand pan-India?

Currently, ZigZag Vodka is available in Delhi, Bangalore, Goa and Chhattisgarh. We have strategically chosen these markets to establish a strong initial presence. Our expansion plan involves entering additional states in a phased manner, considering factors such as market demand, regulatory environments, and distribution logistics. Our goal is to achieve a pan-India presence, making ZigZag accessible to consumers nationwide while ensuring that each market is adequately supported to maintain our standards of quality and consumer engagement.

What is the price range you plan to operate in?

ZigZag Vodka is crafted with a focus on quality and the use of superior ingredients, delivering a smooth and enjoyable experience. While pricing varies across different states due to taxation and local regulations, we aim to offer ZigZag at a price point that balances excellence with accessibility, ensuring consumers receive exceptional value. Our pricing strategy is designed to be competitive within the vodka market, appealing to those who seek both quality and affordability. Available in three sizes—750 ml, 375 ml, and 180 ml—ZigZag Vodka is priced between ₹390–₹1195 for the Original variant (750 ml).

Are you looking at launching flavoured vodkas in the near future?

Yes, recognising the evolving consumer preferences, we have introduced flavoured variants such as Lime, Orange, and Green Apple alongside our Original vodka. We continue to explore new flavours to cater to diverse tastes. Our approach involves extensive research and development to identify flavour profiles that resonate with our target audience, ensuring that each new variant upholds our commitment to quality and innovation.

What about Vodka RTDs?

The Ready-to-Drink (RTD) segment is an exciting space that aligns with evolving consumer preferences for convenience and on-the-go experiences. While ZigZag Vodka is currently focussed on establishing itself in the market with its core offerings, we recognise the growing demand for high-quality RTD options. As we continue to expand, we are exploring innovative ways to bring the ZigZag experience to consumers in more accessible and dynamic formats.

AABL driven by ambition, and backed by the foresight to achieve

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Tushar Bhandari, Whole Time Director, Associated Alcohols & Breweries Ltd. (AABL), talks about one of India’s oldest and most trusted brands in the alcobev industry listed on both NSE and BSE. AABL has nine proprietary brands under its wing and has a strong focus on selling premium alcohol. These include Central Province Superior Grain Whisky, Titanium Triple Distilled Vodka, James McGill Whisky, Jamaican Magic Rum, Superman Fine Whisky, and Bombay Special Whisky among others. The company also ventured into the premium category with the launch of Nicobar Gin and Hillfort Whisky. The company is licensed to manufacture for international brands such as Bagpiper Whisky, McDowell No. 1 Celebration Rum, White Mischief Vodka, Blue Riband Gin, and Director Special Black.

What have been the recent milestones for Associated Alcohols & Breweries Ltd.?

We commenced the calendar year 2024 with the launch of Nicobar Gin, marking our strategic debut in the premium spirits segment. Building on this momentum, we operationalised 40 MLPA grain-based ethanol plants, bolstered by a cogeneration facility, to strengthen our production capabilities. We also expanded our spirits portfolio with the introduction of Hillfort Blended Whisky, our second flagship product in the high-end spirits category.

Additionally, for the first nine months (9M) of FY 2024-25, our IMFL (Indian-Made Foreign Liquor) Proprietary segment delivered robust growth, with volumes rising 23% YoY, driven by strong brand performance and consumer demand. The IMFL Licensed segment also achieved steady growth, posting an 8% YoY increase in volumes during the same period, reflecting balanced momentum across our portfolio. These results underscore our expanding market presence and operational efficiency in a competitive landscape.

What has been the impact on the company’s financials?

AABL showcased strong financial performance, driven by strategic initiatives that enhanced operational efficiency and profitability. The company experienced substantial growth, reflecting its resilience and ability to adapt to market dynamics. Improved cost management and operational enhancements contributed to healthier margins, reinforcing its financial stability. Additionally, a notable increase in shareholder returns underscores AABL’s commitment to delivering long-term value. This sustained momentum not only strengthens the company’s market position, but also lays a robust foundation for future expansion and innovation.

How is the company gearing up to consolidate its position in the Indian alcobev industry?

We are focussed on capitalising on the accelerating trend of premiumisation, which aligns with the evolving preferences of new-age consumers. New-age consumers are willing to invest in products that resonate with their aspirational lifestyles and increasingly prioritise experimentation and exclusive experiences. Guided by this insight, we have outlined a robust product pipeline for the next two years, beginning with the launch of an RTD (Ready-to-Drink) beverage in five distinct flavours, followed by the introduction of a premium tequila to deepen our presence in the high-end spirits market.

Beyond product innovation, we are equally committed to crafting memorable brand experiences that foster lasting connections with consumers. We host initiatives such as city-wide game nights and sponsor exclusive restaurants to engage audiences in distinctive settings, ensuring our brand occupies a unique space in their minds.

With so many FTAs likely to happen will the competition be more intense?

Impact of FTAs on Competition

Increased Access to Imported Brands: The potential reduction in tariffs on imported spirits, especially Scotch whisky, could make these products more accessible to Indian consumers.

This is expected to spur competition as domestic brands will face pressure to innovate and enhance their offerings to retain market share.

Market Dynamics: With the Indian alcohol market projected to grow significantly—valued at around USD 200 billion by 2025 and expected to reach USD 300 billion by 2035—competition is already fierce. The influx of foreign brands through FTAs could further disrupt existing market dynamics, compelling local players to adapt rapidly.

Quality vs. Price Competition: Industry leaders have expressed confidence in competing based on quality rather than relying on protective tariffs. This sentiment reflects a broader trend where Indian manufacturers are encouraged to improve product quality to compete effectively against imports.

With the lowering of tariffs by the US will there be an impact on the company’s sales?

Lower tariffs for the US will specifically impact bourbon imports which are priced in the premium segments. We do not see an impact on our current product portfolio or the planned launches. Industry dynamics could definitely see consumers moving up brands due to lower prices but we remain optimistic about our quality and product offering.

What are the company’s financials for 2024-25?

For the first nine months (9M) of FY 2024-25, we reported exceptional financial performance across key metrics. Our Net Revenue from Operations surged 61% YoY to ₹8,334 million, underscoring strong demand and market penetration. EBITDA followed this upward trajectory, rising 59% YoY to ₹926 million, with a steady EBITDA margin of 11%, reflecting operational efficiency and cost discipline. Profit After Tax (PAT) grew 54% YoY to ₹591 million, maintaining a healthy PAT margin of 7% and highlighting the company’s ability to convert revenue growth into sustained profitability. Additionally, Diluted EPS stood at ₹31.82, marking a 50% YoY increase, which reinforces the company’s commitment to enhancing shareholder value. These results collectively demonstrate robust execution, scalable operations, and disciplined financial management in a dynamic market environment.

What kind of growth are you likely to see in 2025-26?

With a focus on premiumisation and catering to diverse consumer needs, we are looking at growing our proprietary IMFL portfolio by 15-20% through new product launches across different categories. Entering new markets and deeper penetration into existing markets is another key focus area for us, as it will allow us to strengthen our consumer base and establish greater consumer loyalty. Overall, the company is targetting 12-15% growth in the topline.

What is the company’s progress on the export front?

The company is present in international markets like the UAE and regions across Africa, where select products from our portfolio are currently available. Building on this foundation, we aim to introduce our entire product range in these markets, aligning with our vision to become a globally recognised player in the spirits industry.

Additionally, we recently participated in the San Francisco World Spirits Competition and aim to amplify our global reach and highlight the quality of our offerings by engaging in additional international trade shows and competitions. These opportunities will allow us to showcase our craftsmanship, build brand equity, and benchmark our products against global standards.

What are the volumes achieved by the company and what is the value?

During the first nine months, we achieved volume growth of 1.3 million cases in its IMFL Proprietary segment, up from 1.1 million cases in the previous period. In parallel, the corresponding value surged to ₹973 million, reflecting a significant rise from ₹833 million, driven by improved market demand and strategic pricing initiatives. These metrics underscore the segment’s robust performance and alignment with broader business objectives.

Mixing It Up with Tony Kousoulou

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From whisky distilleries to award-winning bars, Tony Kousoulou has spent over 15 years figuring out what makes a great drink work. Whether consulting on cocktail menus or experimenting with molecular mixology, he has always had a knack for blending flavour with technique. In 2021, he joined MONIN, swapping the late nights behind the bar for a role that lets him shape the future of drinks on a bigger scale. As Global Advocacy Beverage Expert for Paragon, he now works with bartenders around the world, helping them make the most of MONIN’s range; especially the botanical concentrates that are shaking up cocktail-making. Currently in India, Tony is working with some of the country’s best mixologists to explore new possibilities with Paragon. We sat down with him to chat about his journey, the changing bar scene, and why coriander keeps turning up in unexpected places.

You’ve had an incredible journey in the hospitality industry, from working with gin and whisky distilleries to consulting for award-winning bars. What led you to MONIN, and how has the transition been for you?

I had always used MONIN products throughout my career, so I was fairly familiar with the range MONIN offered, but the idea of working for a brand that shared similar values to mine—while making quality products and maintaining a fantastic CSR policy—was the biggest factor that appealed to me.

I had also worked my last bartending gig throughout the COVID-19 pandemic, and once restrictions started to lift, I decided to close that chapter of my career and focus on brand-related work. I’ve now been with MONIN for almost four years and haven’t looked back once.

Regarding my transition, I joined the company towards the end of the pandemic, when things were fairly quiet. This gave me plenty of time to familiarise myself with the whole range, which includes over 250 unique products.

MONIN is a globally recognised brand in the beverage industry. How do you see its role evolving in the world of cocktails and mixology today?

The staffing crisis in hospitality is not just a local issue but a global one. We’re seeing lower staff retention, fewer training opportunities provided by venues, and sadly, less passion behind the bar.

We’re aligning ourselves with a more advocacy-based approach, championing creativity while helping venues upskill and develop their staff. As an example, we’ve developed a training programme called MONIN-FUSION, which explores multiple ways to create in-house products behind the bar using a stable and consistent base (our MONIN products). This programme covers everything from foams, liqueurs, super-blends, garnishes, cordials, and much more.

With bartenders constantly experimenting with flavours, how are MONIN products being received in high-end bars across the UK, Europe, and India? Have you seen a shift in how mixologists use them?

In the past, many high-end venues dismissed commercially made syrups altogether. However, in recent years, through brand training and relationship-building, we’ve made significant progress.

One of the biggest challenges with high-end venues is their pursuit of innovative flavours while maintaining consistency. You could easily create the best possible version of a wild strawberry syrup, but can you replicate it exactly a week later? Will the sugar content be identical? Will the colour hold? Most importantly, will it taste the same?

With global supply issues and increased seasonality, our products offer reliability; whether you open a bottle in January or in the middle of August, the flavour remains the same.

Paragon, the latest addition to MONIN’s portfolio, is all about botanical concentrates. What inspired this range, and how do you see it changing cocktail-making?

Paragon is all about the pursuit of excellence while highlighting flavours and regions that are often underrepresented in the drinks and food industry. The idea was to bring these outstanding flavours—often found in remote areas—into the hands of bartenders.

We use a combination of acids and extraction methods to create a liquid that is perfectly balanced between sweet and sour, with an intense burst of flavour. This means bartenders can create drinks with the complexity of 8-10 ingredients while using only a few. All thanks to Paragon!

Among the ingredients in the Paragon range, white Penja pepper and Timur berry stand out for their unique profiles. What are some of the most exciting ways you’ve seen them used in cocktails?

There are quite a few to choose from! The most exciting ones I’ve seen play into the natural flavour profiles of the peppers themselves.

For example, Timur berry has bright notes of pink grapefruit in both aroma and taste, with a subtle numbing spice in the background. I’ve seen many variations of the Paloma using this as a substitute for both agave and pink grapefruit juice. Because of the nature of the liquid, you essentially get a completely clarified Paloma with no compromise on flavour; something that leaves guests wondering how it was achieved.

What’s the biggest challenge in introducing new flavours or products to bartenders and the alcohol industry? How do you overcome it?

I wouldn’t necessarily call it a “challenge”, as it’s part of my role at MONIN. However, we are known for pushing the envelope with innovation across all our ranges.

This sometimes means we introduce flavours or products that most people haven’t tried before. It’s on us to get out there, advocate for them, provide knowledge and training, and immerse our customers in the possibilities these flavours offer. It’s a lot of work, but it’s essential for bringing world-class products to bartenders.

You’ve worked with some of the finest names in the industry. Can you share a career highlight or an unforgettable product innovation that has stayed with you?

Not directly related to me, per se, but seeing many amazing people I’ve worked with over the years go on to open their own venues or take on key roles in global brands has been a personal highlight. Career growth is great, but it’s even better when you see your friends thrive.

With India being one of the fastest-growing markets for premium spirits and craft cocktails, what trends have caught your attention during your visit?

If I had to name just one, it would be the Picante. Back home in the UK, it’s growing in popularity year after year, but it’s often made in multiple ways, most without coriander, which is actually a key ingredient.

I’ve seen some really interesting takes on Picantes throughout my travels in India, all staying pretty faithful to the original concept. Bonus points for all the fabulous whisky highballs I’ve tried. It’s my go-to drink.

Are there any exciting expansions or new MONIN products in the pipeline that bartenders and mixologists should look forward to?

We have a new factory opening in early 2026. Once fully operational, it will allow us to introduce more region-specific flavours…think raw mango and spiced jamun. I can’t reveal too much yet, but exciting things are in the works!

What’s next for you at MONIN? Any special collaborations or projects in the works that will excite the beverage industry?

I’ve a few things I’m working on internally, mainly new product developments for the UK market, which may well launch globally if they prove to be successful. I’m always open to suggestions and ideas to present to our R&D department, so I encourage people to reach out.

Besides that, hopefully, some more travel later in the year. I’ve always wanted to visit our Yuzu plantation in Portugal. Maybe even make it to Athens Bar Show?

Rapid-Fire Round

1. If you had to create a cocktail inspired by your personality, what would it be called and why?

The Maverick. A lot of my colleagues poke fun at me for straying from classic expectations of what drinks should be.

2. One MONIN flavour you think is underrated but has massive potential?

Guava. It works well with almost any spirit and is by far my favourite of the tropical/exotic flavours we have.

3. If you could have a drink with any legendary bartender—past or present—who would it be, and what would you sip on?

Sasha Petraske, hands down. I’ve read ‘Regarding Cocktails’ cover to cover numerous times and had the pleasure of going to Milk & Honey in London a couple of times before it closed due to COVID-19. Easily some of the best approaches to cocktails and service I’ve ever seen.

4. What’s the strangest or most unexpected ingredient you’ve ever mixed into a cocktail?

Clarified pig’s blood. Please don’t ask me to elaborate. Those were dark times.

5. Describe your India visit in one drink. What would it be, and what ingredients would it feature?

Likely some form of a coriander-spiced whisky highball; a combination of the two drinks I’ve enjoyed the most here (Picante + Highball). Probably with a dash of Paragon Timur.

India, Central to Sazerac’s Growth Plans

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The Sazerac Company, one of the world’s largest distilled spirits companies, has major plans for India. The company which has got some fine distilleries across the globe, including in Goa, India, continues to expand its business across continents. To know their rich history and strong distilling capabilities, one can visit Buffalo Trace Distillery in Kentucky, United States; at Domaine Sazerac de Segonzac in Cognac, France; and at Paul John Distillery in Goa, India. Sazerac has additional impressive locations in New Orleans, Montréal, London, Cork and Sydney, to name a few. Sazerac, a family-owned company with nearly 400 years of history, is striving hard to bring the finest spirits to consumers and communities around the world. With renewed interest in Bourbon whiskey in India and Sazerac’s plans, in an interview with Ambrosia, Diego Bianchi, General Manager of Emerging Markets & Barrel Select at Sazerac gives an insight into what is brewing at Sazerac.

What is the potential of the bourbon market in India? What percentage has it been growing in India?

India, as the world’s largest whiskey market, is central to Sazerac’s long-term growth plans. Over the last few years specifically India has experienced an increase in interest in premium American whiskey. The recent launch of Weller Bourbon, one of the most awarded wheated whiskeys in the world, signals Sazerac’s commitment to introducing high-quality, premium spirits to Indian consumers to meet the growing demand in the country. While bourbon as a category is still in its early stages in India, we see tremendous potential for growth driven by favourable economic trends and policy reforms, as well as shifting consumer preferences.

The bourbon market in India is small compared to Scotch, what are the plans to grow this category?

India’s whiskey market, dominated by locally produced spirits and Scotch whisky, offers a unique challenge and opportunity for premium bourbons like Buffalo Trace Distillery’s Weller Bourbon. Buffalo Trace Distillery is the World’s Most Award-Winning Distillery, with over 1,000 accolades. Known for blending tradition with innovation, the distillery experiments with mash bills, barrel techniques, and wood types to continuously push the boundaries of bourbon-making. This commitment to quality and innovation ensures a dynamic and relevant portfolio for global whiskey enthusiasts.

Our goal is to drive awareness and elevate the bourbon category’s premium appeal by introducing interesting and varied expressions into the market. Educating consumers about the unique distillation process and various bourbon mashbills that make bourbon a distinct whiskey offering is a key piece of this.

With India’s premium spirits market poised for continued growth, Weller’s focus on heritage and storytelling, alongside collaborations with connoisseurs and bartenders, is helping position it as a premium yet accessible choice for spirits-enthusiasts.

Which brands of bourbon whiskey are you planning to bring to India?

Currently in India we offer Benchmark Bourbon, Buffalo Trace Bourbon and the recently launched Weller lineup of Weller Special Reserve and Weller 12-Year-Old. In the coming years we expect to continue to introduce Indian whiskey fans to even more of Buffalo Trace Distillery’s award-winning portfolio to meet the market’s increasing demand for luxury spirits and authentic storytelling.

Weller 12-Year-Old Bourbon, aged for over 12 years, offers a smooth, rich experience with notes of almond, creamed corn, and vanilla, best enjoyed neat or on the rocks. Priced at ₹5,400 in Haryana and ₹7,750 in Mumbai, it is India’s oldest age-stated bourbon.

Weller Special Reserve Bourbon features a smooth profile with flavors of honey, butterscotch, and soft wood, complemented by a sweet honeysuckle finish. Versatile for sipping or mixing, it’s priced at ₹2,500 in Haryana and ₹4,500 in Mumbai.

Sazerac is to ‘leverage’ its relationship with John Distilleries, could you explain how?

Sazerac currently holds a 60% stake in John Distilleries, and it has been a strong and productive partnership. John Distilleries’ deep understanding of the Indian market has been invaluable for Sazerac as we navigated India’s dynamic and highly regulated landscape. Through our partnership Sazerac has benefitted from the company’s well of industry knowledge and established practices specific to the Indian market.

With Bourbon duties cut from 150 to 100% in India, will we see a quantum jump in Bourbon sales?

The reduction in duties is a positive first step. We hope this will lead to more premium bourbon brands becoming available in India, helping to grow the category and educate the consumer about what bourbon is and why it deserves a place on their bar.

How will the duty cuts impact the Indian whisky market, per se? Will there be a price correction?

No comment.

‘Jim Beam has been crafted with unparalleled expertise for 230 years’

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One of the most notable recent developments in the Indian alcobev industry is the reduction of import tariffs on bourbon. In February 2025, the Indian government reduced import tariffs on bourbon whiskey from 150% to 100%, aiming to strengthen trade relations with the United States. This move is expected to make bourbon more competitively priced in the Indian market, potentially increasing its availability and boosting consumer interest. Bhavya Desai spoke with Neeraj Kumar, Managing Director of Suntory Global Spirits India, about the impact, growth potential, and more. Excerpts:

Before the tariff cut, bourbon imports into India were relatively modest, with the country importing around $2.5 million worth of bourbon during the 2023–24 fiscal year. The U.S., holding the GI (Geographical Indication) tag for bourbon, has been the primary supplier, accounting for nearly a quarter of these imports. The tariff reduction is expected to encourage more imports from American producers, enhancing their competitiveness against other international and domestic
spirits.

According to Neeraj, the reduction is well-timed, given the bourbon market’s strong growth potential in India, driven by shifting consumer preferences and a rapidly expanding alcoholic beverage industry. “Jim Beam, our leading bourbon whiskey, has seen strong double-digit growth in recent years, securing market leadership in the American whiskey category across key Indian cities. This reflects a growing appetite for bourbon among Indian consumers.”

Neeraj attributes this growth to bourbon’s versatility, which appeals to both neat drinkers and cocktail lovers, offering a unique opportunity to engage a new generation of whiskey enthusiasts. He also sees the tariff reduction as a strategic step toward strengthening trade ties between the world’s two largest democracies, supporting bourbon’s growing market presence and meeting increasing demand for premium whiskey experiences.

That said, the bourbon market in India is still relatively niche compared to scotch. While the tariff reduction is a positive step, more effort will be needed to grow the category. Neeraj acknowledges this, noting that the reduction marks a significant step toward expanding bourbon’s footprint, encouraging investment from American distillers, and improving accessibility for Indian consumers. Bourbon exports to India have already been growing at 20% annually, and the tariff reduction is expected to accelerate this trend.

Suntory Global Spirits is proud to be the custodian of the world’s #1 bourbon, Jim Beam, Neeraj emphasises. “Jim Beam has been crafted with unmatched expertise for 230 years, each bottle carrying the legacy of generations of dedication and craftsmanship. We are committed to building scale and momentum for the brand through premium experiences tailored to Legal Drinking Age (LDA) consumers, including differentiated activations centered around bourbon refreshment moments. Our ‘Jim Beam Highball’ strategy aims to deliver a refreshing and memorable drinking experience.”

Suntory Global Spirits is also looking to expand its portfolio in India, introducing more offerings under the Jim Beam label and other spirits like Maker’s Mark. The current Jim Beam lineup in India includes Jim Beam White and Jim Beam Black Kentucky Straight Bourbon Whiskeys, along with the recently launched Jim Beam Honey and Jim Beam Orange flavours — both of which have been well received by consumers and bartenders, particularly for bourbon-based cocktails.

It’s clear that Suntory Global Spirits is eager to make its mark (pun intended) and secure a larger share of the Indian spirits market. Neeraj’s enthusiasm reflects the company’s strong commitment to India as a priority market. “We are dedicated to meeting the growing demand in this market,” he says.

Jim Beam remains a major focus for the company in India, with momentum building steadily over the past two years. The launch of Jim Beam Honey and Jim Beam Orange has received a promising response from both consumers and bartenders, reinforcing bourbon’s growing popularity in India.

Globally, Suntory Global Spirits’s bourbon portfolio also includes Legent, Basil Hayden, and Knob Creek. The company continues to assess opportunities for expanding in India — though Neeraj stresses that timing will be key.

So, is local bottling on the table? Neeraj’s response is measured: “Our approach to bottling follows strict global standards to ensure the highest quality across all our brands. Each bourbon has its unique characteristics, influenced by GI norms, blending techniques, and precise recipes for seasoning, maturation, and bottling. Any decision on local bottling will be carefully evaluated to maintain the integrity and authenticity of our products and deliver the best experience to Indian consumers.”

The tariff reduction comes at an interesting time, aligning with India’s broader strategy to negotiate a comprehensive trade agreement with the U.S. — one that aims to double bilateral trade to $500 billion by 2030. Overall, the reduction in bourbon tariffs marks a significant shift for India’s alcobev market, promising greater consumer choice and a more diverse spirits industry. And perhaps, this could pave the way for a similar shift in the Scotch market too — who knows?

‘It’s cool working with Ranveer – He is dynamic, hatke and full of creative ideas’

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With a career spanning over three decades in the industry, Bikram Basu has been in different roles with different companies. An industry veteran who is now at the helm of affairs at ABD Maestro – ABD’s new subsidiary in collaboration with Bollywood actor Ranveer Singh. Ambrosia speak to Bikram Basu about the new venture, expectations and more. Excerpts:

Congratulations on your new role for ABD Maestro. Excited?

Thank you. My association with Ambrosia and INDSPIRIT has been for a couple of decades, and you’ll have been a part of this journey.

I am looking forward to this responsibility with keen interest as I’ve always enjoyed creating new things and this role gives a canvas beyond strategy and brands. The structure of the new organisation is unique, spanning multiple opportunities. I am sure there will be a few challenges on our way, but we have a mix of experience and fresh talent to navigate and overcome them.

Everyone’s jumping on the premium bandwagon.

How big is this market?

I’d rather take the pricing scope to be Super-Premium and Luxury spirits. That is where ABD Maestro is planning to play. We have considered brands for ABD Maestro that currently have an MRP above ₹2000 per 750ML or 700ML bottle in Maharashtra, irrespective of their consumer prices in other states. We know that the pricing index or ladder is mostly similar across states.

If we consider brands above ₹2000 and make it flavour agnostic, the segment was estimated at 4.8 million cases – prior to the pandemic in FY19/20. Post the pandemic, this grew to an estimated 7.2 million cases in FY21/22. And we feel this will close at early double digit million cases in FY24/25 – with early teens percentage growth. The Super Premium and Luxury segments by volume are estimated in mid-single digit salience of the industry, but the value salience and margins are significant. These are trends on why the industry has taken a view to participate better.

From appearing in ads, celebrities are now part of companies/brands, what kind of value do they bring?

Celebrities globally are icons of positive opinion and change. They have a following, some fanatical. These people have achieved superstar status through hard work and consistent success. Brands irrespective of industry will gravitate to using celebrities to build positioning, break clutter and push forward.

Ownership with celebrities of brands or equity in organisations globally have trended for the past many years. This has come to India a decade back with celebrities having equity in start-ups and bringing their success and following to the ventures. It’s a relatively newer thing in the Indian alcohol beverage industry.

Why do you think celebs are

finding this market lucrative to invest in?

Major Indian actors may be investing in alcohol beverage brands as they see the market premiumise and early-stage participation should give the first mover advantage. They are likely to also relate to super-premium and luxury brands better than mass market brands as owners or partners, as its part of their social and consumption set.

What’s Ranveer Singh role in ABD Maestro?

Ranveer Singh is a creative and business partner, with equity in ABD Maestro. He is not a brand ambassador or a celebrity endorser. Ranveer is fully involved in the creative ideation process and gives time and thought. It’s really cool working with him as he is dynamic, hatke and full of creative ideas – and he understands business.

Which brands will come under ABD Maestro and tell us the plans for each of these brands?

The brands which will be with ABD Maestro now are Arthaus Blended Malt Scotch Whisky, Zoya Special Batch Gin, the Fullarton acquired brands of Woodburns Indian Malt Whisky, Pumori Small Batch Gin and Segredo Aldeia Café and White Rums. The BIO portfolio has Russian Standard Vodka- Platinum, Gold and Original.

Therefore, at Maestro we will have a Blended Malt Scotch and Indian Malt Whisky, a Special Batch Gin, a Craft Gin, White and Café Rum and a top end global Vodka at three different price points. Too early to call out plans for each of the brands.

So a mix of owned, licensed and distributed brands?

The brands mentioned earlier are either licensed or distributed by Maestro. The organisation will also launch its own brands which will be owned.

You have said that “Maestro will be a consumer first business”, can you substantiate?

Yes, I do strongly believe that finally it’s about the consumer who buys you, and not what you want to sell. More so in F&B, of which alcohol beverage is an increasingly important part.

Anything which we eat and drink needs an approval for a repeat purchase. When a purchase behaviour is involved, having opinions is common. When we put the consumer first, the business of brands works at every level to deliver effectively. Standing out to be the ‘first among equals’ in a strongly regulated industry with limited outlet universe takes understanding of consumers and trends more than just analytics.

Which will be the focus markets within the country and also overseas for ABD Maestro?

The licensed and owned brands will focus on top urban markets in India initially. A few from the portfolio will also go overseas.