Category Archives: profiles

Bacardi India, Engine of Growth for Bacardi Global: Vinay Golikeri

Bacardi Limited, the world’s largest privately held international spirits company with a portfolio comprising over 200 brands and labels. In a conversation with Bhavya Desai on a podcast, Vinay Golikeri, Managing Director of Bacardi India explains why India is a key market for Bacardi and more. Excerpts:

The market opportunities in India, both from a macro-economics and spirits perspective, are huge. Substantiating this Golikeri said, “In the global market place, premium spirits account for 50% of brands, while in India it is 5 to 6%, which means there is ample headroom to premiumise.” In India, between 2020 and 23, premium spirits had a growth of over 40% while globally it was around 7 to 8%.

Adding 20 million LDA every year

As regards Bacardi, Golikeri mentioned that vast majority of products were premium and ‘we have a long runway of growth for premium’ aided by factors such as rising affluence, consumers are drinking better, the demographic dividend (every year India is adding 20 million coming in to the legal drinking age (LDA) bracket), sea change in the retail environment, top notch bars, trading up is happening across price points. “Put all that together, the premium plus segment is really accelerating.” The median LDA in India is 28 whereas in the US and China it is over 40. “The number of affluent households is expected to more than double from 77 million in 2020 to over 177 million by 2030.”

Inflation-linked price mechanism needed

However, he said that two things from the regulators were essential – ease of doing business and consistency in policy, both of which will go a long way in driving growth for the industry and revenues for the government. “Several States have not given price increases for years. There is inflation and cost of raw material has gone up, affecting investment capabilities. The government should introduce inflation-linked price mechanism.”

With the alcobev sector in India being a highly regulated and complex market, Golikeri said, “It is like dealing with 28 countries rolled into one, policies change every year, route to market changes every year.” Taxes and duties are about 65 to 70% of the MRP (maximum retail price) and the rest goes to each level of the chain – wholesale, retail and brand owners. “Our taxes are significantly higher than anywhere in the world. We need inflation-linked pricing mechanism. We need to invest to grow the brand and for that to happen, price becomes critical.”

Best 10 Strategy

Continuing on Bacardi’s plans in India, Golikeri pointed out, “We started out in India in 1997-98 with Bacardi rum, then in early 2000s with Bacardi Breezer, mid 2010 with Bombay Sapphire, Grey Goose and a few years back with Patron. It’s being a great run. Bacardi India is an engine of growth for Bacardi globally.

“We at Bacardi are going along with our Best 10 strategy… that is making the next 10 years the best ones yet. We want to grow our India business six times by 2030. We have been having strong double-digit growth and we are on track. Experiential marketing is key for us. It is going to continue in importance as a growing number of consumers are experience-seeking. It is going to be equally about experience as much as the product.”

Cocktail Culture Evolution in India

“The bar scene in India has changed considerably, not just in metro, but also in Tier 2 cities. There is a lot of experimentation and we are seeing real evolution of the cocktail culture. It is not just Mumbai or Delhi. Recently, I had been to a bar in Guwahati and If I showed you their cocktail menu, you would think it was some bar in London or New York. Our products are positioned at half of the cocktail culture. This is an interesting opportunity for us to leverage the cocktail culture.”

Golikeri cited the sixth annual Bacardi Cocktail Trends Report, which identifies the five key trends poised to reimagine cocktail culture and the spirits industry in 2025. The report, created in collaboration with The Future Laboratory (TFL), draws on data from Bacardi-led and external research, consumer surveys, bartender interviews and TFL insights to reveal the movements that are influencing cocktail experiences, flavour profiles, and culture the coming year.

Quoting Mahesh Madhavan, the Bacardi CEO, Golikeri said the company has embraced the shift from consumption to curation, where consumers are not just seeking drinks, but meaningful experiences enjoyed over a cocktail.

Do What Moves You

Bacardi has launched a marketing push to launch its brand purpose ‘Do What Moves You’, which aims to “shine a spotlight on the brand’s belief in the power of self-expression”. “It has music experience, delicious cocktails, wonderful merchandise, its 360 degrees, bringing all together to a compelling experience. We amplify that digitally where a few experience, but gets seen by many.”

Legacy, Made in India

Talking about ‘Legacy’ whisky, the make-in-India product, Golikeri said its ‘tested, researched and produced in India’. “We have put the consumer in the heart of it. We have had strong results from the consumer to the product. We initially went into three States – Maharashtra, Uttar Pradesh and Telangana and we know we have a winner on hand. We will be rolling out in other states too and Legacy is a response to vocal for local.” The roll out plans include Goa, Pondicherry, Jharkhand, Odisha, Meghalaya, Assam, Tripura, Arunachal Pradesh, Kerala, and Rajasthan. The focus, Golikeri said, is going to be on Legacy, Irish whiskey brand Teeling; tequila brand Patron El Cielo, and vodka brand Grey Goose Altius.

However, he said that Bacardi rum which was introduced in 1997-98 continues to be popular. “For Bacardi Breezer, the main player in the RTD (ready to drink) segment, the market share in India is 90%. Launched in 2002-03, it is a great liquid and has had good activations. We had the winning recipe. We were an early entrant and we have cemented the product.”

Three F’s that Drive Bacardi culture

Asked about his experience so far in India, he said, “I came from Dubai in early 2023 and the first few months, I just travelled across the country, visiting almost all states, meeting with our teams, stakeholders and also consumers. It was an exercise to understand the challenges, the market and to help shape our strategy. I put all this on paper and took it to our board of directors. One of the learnings from the travels has been there is incredible opportunity for Bacardi to grow here.”

The company, he adds, encourages entrepreneurial mindset and helps in taking bold decisions, all coming from Bacardi’s focus on three F’s – Family; Founders and Fearless. “In Bacardi everyone is treated as family. We are all ‘Primos’ (cousins in Spanish), where we care for each other and help in making bold decisions. We are all a passionate team of Primos.”

India, Golikeri adds, contributes hugely not just in terms of business, but also as a global talent hub. Bacardi has so many career programmes and India is a key pillar when it comes to talent sourcing.

What an Expedition it has been…….

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Rakshit Jagdale, the Managing Director of Amrut Distilleries in a podcast conversation with Bhavya Desai talks about how the 75-year-old company has evolved over the years, starting from heritage brands such as Amrut XXX rum and Silver Cup brandy in the 1950s to the Amrut Single Malt and now to a limited edition of the oldest whisky from the sub-continent – The Expedition.

On February 26, 2025, Bengaluru-based Amrut Distilleries reached yet another highpoint in the alcobev sector when it launched The Expedition, the oldest single malt whisky in India, matured for 15 years, and sold for 12,000 USD (₹10.50 lakhs) per bottle. Celebrating its 75th anniversary, Amrut Distilleries released 75 bottles of this rare whisky, 66 of it for the international market and the rest for the Indian market.

Matured for 15 years

The Expedition is matured for 15 years, initially in European Sherry casks for 8 years and then American Bourbon casks for 7 years, developing deep, opulent flavours, complexity and depth. Amrut’s Expedition packaging exudes the grandeur of a royal heirloom. The merging of metal and wood took six months. Each handcrafted box houses an individually engraved and numbered bottle, featuring a diamond-cut design with intricate gold engravings. A regal silver peg measure, crafted by a Bangalore silversmith, has been embedded with a near-field communication (NFC) tag and authentication card.

Globalisation and the Market

Not just The Expedition, the international market for Amrut has been the US, followed by Europe and the APAC region, the last one is fast growing for single malt whiskies. “It has been a very exciting time for us in the industry now. We should see how it will unfold,” Rakshit said and mentioned how the markets opened up in India in 1990-91 with globalisation. “Seagram’s came with advertising blitzkrieg for Royal Stag, something which we had not seen. People started shifting from drinking heavier blended whiskies like MaQintosh or Peter Scot or Royal Challenge into drinking lighter whiskies like Royal Stag. At Amrut, we did not stop distilling, we kept on maturing our malts.”

Lighter Whiskies

It was around 1995-96 that Amrut cut down using heavier malts in MaQintosh from 35% to 10% to 8%. “It was then we thought why not go for single malt whisky, why not explore.” The first batch was matured for four years average and now the company is using a larger percentage of older whiskies. “We don’t have that much of quantity, we run out of supply,” confesses Rakshit.

Denying that the company created a demand to jack up prices and make it luxury, Rakshit said, “We didn’t have enough whisky, even now it is the case, but we do come up with special edition whiskies. Who wouldn’t want to sell more of their product.”

Technologies at play

Talking about how the company has evolved over the years, Rakshit said, “Techniques have evolved and barleys have improved from two row to six row. The yeast varietals have undergone massive change. Distillation technologies have also improved. The world over, the yield per ton of malt spirit has improved significantly now. Earlier, we were probably touching around 350 to 360 alcoholic litres per tonne, we are now hitting close to 400 alcoholic litres per tonne. With Scottish malts it’s even higher going up to 415 to 425 litres per tonne.”

On location advantage, Rakshit said Bangalore at an altitude of 950 metres above sea level has significant advantage with relative humidity remaining high in summer and dropping significantly in winter. “We lose angel’s share in our warehouses at an average of 9% every year. Probably it doesn’t happen anywhere else, may be in Kentucky. We lose more water than alcohol. If you go down anywhere near the coast or if you mature in Scotland, it is the other way around, because in Scotland’s cooler clime, the angel’s share is 2% per year, but they lose more alcohol than water, with the strength dropping. Humidity and altitude play a very significant role for us.”

The MBA Thesis That Catapulted Indian Single Malt to the Global Stage

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The success story of Indian Single Malt (ISM) whisky in the global market place, pioneered by Bengaluru-based Amrut Distilleries, has been well documented. It is not only an interesting story, but also an inspiring one on how the Jagdales – father-son duo – the late Neelakanta Rao Jagdale and Rakshit Jagdale – hit upon the idea of making a breakthrough in the whisky landscape, dominated by Scotland.

Rakshit Jagdale, in a podcast ‘Expert Talk with Bhavya Desai’ recalls his student days at Newcastle University doing an intense one-year MBA programme. “It was a Sunday morning and I was strolling along Northumberland street, a busy shopping center in New Castle upon Tyne, when my father called up and asked what I was planning to do for my thesis. I said a theoretical project on supply chain management. He said ‘no, no… you should do a practical project’ and suggested ‘why don’t you check whether there is scope to sell Indian single malt whisky in Indian restaurants within Great Britain’ stating that Kingfisher and Cobra beers were quite popular in Indian restaurants there. My father asked me to check out whether there was demand for Indian single malt as an aperitif or a digestive. I said it’s a brilliant idea.”

Miniatures that captured the imagination

Neelakanta Rao Jagdale then sat down with the excise officials in Karnataka and had two cases of miniatures of single malt whisky sent over to New Castle. “It was in June when exams were going on. I went over to the Customs bond and duty paid and cleared one case. The packaging was very rudimentary with a black and white label with simple words ‘Amrut’. We knew our product was exceptionally good. The colour of the whisky was good, dark enough and natural. We don’t add any caramel, it is 100% natural. My father had sent 300 miniatures of 60 ml each in two boxes. It was a live project for the company. I did a lot of my survey in New Castle, Edinburgh in Scotland and in the Midlands. I visited several Indian restaurants and bars in Scotland and the response was amazing. Everybody liked it. Some said it’s a 10-year old whisky, some said its Irish, when I said it was Indian, it was a jaw dropping moment.”

On returning to India, Rakshit presented the project to the family board. “It took us two years to conform to the packaging standards of the European Union and on August 24, 2004, we launched Amrut in Café India in Glasgow. That is how the journey of Indian Single Malt whisky began.”

Making the Grade in Whisky Bible

Not to sit on these laurels, they set off on taking it to the world, creating Amrut Fusion which was next level to the Classic Indian Amrut. “Fusion is a completely different product. It is a combination of peated barley and unpeated barley, the former coming from Scotland and the unpeated from India. It is an 80:20 ratio. My father felt that as the Indian palate is accustomed to little bit of peat with Johnnie Walker Red Label and Black Label, they would like the combination. That was running in his mind.”

Explaining the process, Rakshit mentioned, “Fusion is matured for a longer period, five to five and a half years. The base malt, both peated and unpeated, is matured for four years and then we marry them and mature it again for nine months to one year, which gives it not only depth, but also complexity of flavours. When Jim Murray first savoured it in 2009 and found it unique and said there was no other product in the world that had this kind of combination. He loved Amrut and gave 97 of 100 in his Whisky Bible in 2010 and ranked it as the third finest whisky in the world.”

From humble beginnings in 1948 as a simple bottling company, Amrut is a name to reckon with. It moved on early into distillation and premiumisation and that has paid dividends. “We have reasonably come a long way. We have grown organically and we are happy with progress we have made.”

This is the third generation of the Jagdale family which is running the business, started by Radhakrishna Rao Jagdale in 1948. The fourth generation is getting ready and Rakshit mentions that ‘the time is right to discus with his son and niece to find out if they have any interest, prima facie, in carrying forward the rich legacy of my grandfather and father.”

Amrut Distilleries, Expanding Capacity and Eyeing Partnership in the Long Term

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In a podcast conversation with Bhavya Desai, Rakshit Jagdale, Managing Director of Amrut Distilleries, has spoken at length about the company’s expansion plans and the journey of how a practical project during his MBA days in the UK led to the first-ever launch of an Indian Single Malt whisky, charting a path which many others have followed subsequently, making India proud of its strides in the alcobev sector.

engaluru-based Amrut Distilleries, the firm that put Indian Single Malt whisky on the global map, is in an expansion mode. Beginning April 2025, Amrut Distilleries is adding 35% more to its distillation capacity, taking it from 900,000 litres to about 1.4 million litres, according to its Managing Director, Rakshit Jagdale. It was only in 2018, the company had trebled its distillation capacity.

`1,000 crores net sales target

Amrut Distilleries’ current business in volume terms is over 6.3 million cases per annum with turnover at ₹540 crores net sales, gross sales being ₹1,750 crores. “The projections are to touch ₹1,000 crores net sales in about 10 years’ time, growing at 10 to 15%. We are quite confident, we will sustain. For us bottom line is important. We can chase turnover with economy, but we want to have strong EBITDA. There is scope for luxury and premium segment to grow further and strengthen the bottom line.”

Dilution of stake

Asked whether the closely-held family concern would be diluting its stake, Jagdale said, “There has been a lot of interest in our group over the past six to seven years. We have had discussions at the family board level, but we have not taken that call yet. We cannot shy away for too long. We are looking at a partner who will add value to the brand and also give global market accessibility, if at all we go that way.” IPO (initial public offering) is another route which the company is looking at it from a long- term perspective. “We are not there as yet. I personally feel, it will be a couple of years more, before we take that call.”

Meanwhile, Amrut Distilleries is also exploring avenues to set up a new distillery to cater to the bulk market. “We are seriously looking at the bulk side, impending the Free Trade Agreement (FTA) with the United Kingdom.”

FTA and its impact

On whether there would be a downward revision in the prices of premium whisky in India, post FTA, Jagdale said, “It is certainly round the corner and it will post a fair bit of challenges. Brands like Glenfiddich, coming down from their current levels, will affect. We don’t know what is going to be their strategy, but they will put pressure on us to come down by ₹500 to ₹1,000 from what we are selling at currently. The bottomline will get compromised but we should stay put.” The shelves will have Indian single malts and BIO (bottled in origin) Scotch and consumer preferences around that point of time has to be factored in. “We have to wait and see.”

Weary of unhealthy competition

Stating that the Indian market offered massive opportunities, Jagdale mentioned, “Everybody wants to be in India now. They want to jump on Indian single malt bandwagon. They are serious and we are serious too on what we are doing.” Diageo has launched Godawan Indian single malt whisky, Pernod Ricard is setting up a single malt distillery and there are a host of Indian distillers, about five to seven of them, who will hit the market in the next two to three years. There is Ian Macleod coming. “Competition is most welcome and it keeps you on your toes, improves processes quickly and rapidly. Just hope that it doesn’t go the path of unhealthy competition.”

Amrut’s market focus

Giving details of its market bifurcation, Jagdale stated, “This year, of our total business is 95% domestic and 5% export market. Within the luxury division, we are 35% export and the rest domestic. “In the premium range, we have MaQintosh Premium whisky, Silver Edition whisky, Two Indies Rum, and Nilgiris Dry gin. The mass market category includes Amrut XXX rum, Prestige whisky, Silver Cup brandy. From a volume point of view, we would be 70% economy and from topline point of view 25% would be luxury and 10% would semi-premium and premium categories.”

Pain Points,
Excise Tops the List

Talking about excise duties, Jagdale said, “We are a highly regulated industry. Time has come to deregulate it. We are still following laws enacted by the British, while we have technology. There is a massive trust deficit between the government and the alcobev industry, hoping that the perception the governments have about the industry changes. Hopefully, it will have happen in my lifetime, would like to see that happen.” Agreeing that presently the governments are willing to listen to the industry and amend rules, he said, “there is hope.”

South Heavily Taxed

Jagdale stated that the southern states are highly taxed. “If you look at Punjab, Haryana and other northern states, the taxes are not as high as here. For instance, if the MRP (maximum retail price) is ₹100, the manufacturer gets roughly about ₹11, the retailer gets ₹9, the rest goes to the government. Agreed that the government has its own compulsions of running welfare programmes and other schemes, we appreciate that, but there has to be a balance going forward.” The governments, unlike earlier days are now open to dialogue which can only get positive, he hoped.

Is alcobev profitable business?

Quizzed about whether the alcobev sector is a profitable business, considering that it highly regulated, Jagdale’s advice is “Get into the premium and luxury segment. It is not worth to be in the mass market. You may achieve volumes in a couple of years, but you are not going to make any money. It takes minimum of four years, one should have the patience and the ability to invest for that long a time.”

His guestimate is that a 1000 litre per day plant will require a minimum capex investment of ₹25 crores and there would be working capital. “There is no guarantee that it will succeed in four years’ time. One should have the patience.” The route budding entrepreneurs could take is getting in gin manufacturing or matured rum category or vodka at the premium end. “Then you can pick up white, brown and dark spirits.”

The consumer of today

Emphasising the need to go premium, Jagdale explained that the present day consumer is highly discerning. “Globally we see a lot of youngsters have taken up to single malt whisky in a very big way, especially in the US, India, Europe. One thing we have observed with the advent of internet, is that the knowledge levels of the consumer has gone up significantly. Youngsters know more about whisky and other spirits much more. This keeps us on our toes. The consumer profile has changed. The younger generation is willing to spend more, drink better, drink less as they are health conscious too.”

From Bar Counter to Global Stage

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Great drinks aren’t made by accident. They take skill, patience, and someone who knows exactly what they’re doing. Akhilesh Sheoran is one of those people. Whether it’s crafting a cocktail that wins championships or introducing whisky lovers to some of the finest spirits, he knows his way around a bar… and a bottle.

His journey started behind the counter, shaking and stirring his way through some of the toughest global competitions. Now, as Brand Ambassador – Craft Spirits at Diageo India, he’s the face behind some of the most talked-about labels, including Godawan Single Malt, crowned the Best Single Malt in the World (2024), and United’s Epitome Reserve.

In this chat, he spills stories from his career, shares tips on spotting a great bottle, and even talks about disastrous food pairings. Whether you’re a whisky enthusiast or someone who just wants to sound smarter at the bar, there’s plenty to take away from this conversation.

From mixology to brand ambassadorship, your journey has been remarkable. What inspired you to enter the world of craft spirits, and how has your path evolved over the years?

Working with different styles of spirits and engaging with consumers, I realised there’s so much that goes into bringing these incredible spirits to the bar. This curiosity led me to explore the other side of the industry as a Brand Ambassador, a dynamic and challenging role that allows me to bridge the gap between brands and consumers.

Which of your victories holds the most significance for you and why?

All competitions hold their own importance, as any win comes with new insights and a responsibility to push the boundaries further. However, Diageo World Class India stands out as one of the most demanding and rewarding experiences. Its rigorous structure truly tests creativity, technical skill, and adaptability, making it an unforgettable milestone.

The alco-bev space is constantly evolving. What are some of the biggest changes you’ve seen in the industry over the last decade, especially in India?

India’s drinking culture is evolving, driven by a younger, growing middle class that’s showing a stronger preference for premium homegrown brands. More people are exploring craft spirits and beers, and embracing new flavours and experiences. This move highlights a greater appreciation for quality, creativity, and the narratives behind bottles, shaping a more sophisticated and adventurous approach to what we drink.

What makes a spirit truly “craft,” and how do you see India’s role in this global movement?

Craft spirits are defined by their small-batch production, emphasis on high-quality ingredients, and hands-on distillation techniques that prioritise authenticity over mass production. Craft producers often experiment with distinctive botanicals, innovative ageing techniques, and transparent but unique production methods. More than just a process, craft spirits are about the people, leaders who challenge conventional rules. India’s role in the global craft movement is growing rapidly, with a surge in homegrown distilleries that merge heritage with modern innovation.

With whisky gaining a younger audience in India, how do you see the preferences of Indian consumers evolving when it comes to single malts and premium spirits?

Over the past decade, Indian consumers, especially younger consumers have developed a refined taste for single malts and premium spirits. This shift is driven by rising affluence, global exposure, and a desire for more authentic, high-quality drinking experiences. What’s even more exciting is the growing appreciation for domestically produced single malts, which are now competing on the world stage, reflecting a sense of national pride and recognition of India’s craftsmanship.

What’s the best way to appreciate and savour a good single malt?

The best way is to explore different styles from various regions and find what suits your palate. However, the right technique makes all the difference.

Use a Glencairn or tulip-shaped glass to concentrate aromas.

Observe the whisky’s colour.

Nose the whisky gently, keeping your mouth slightly open to catch nuanced aromas like vanilla, spice, fruit, or smoke.

Take a small sip and let it coat your tongue, identifying layers of flavour; sweetness, spice, peat.

The finish, or how long the flavours linger, tells you a lot about its depth and complexity.

Adding a few drops of water can open up hidden notes, making the whisky more approachable.

Ultimately, whisky should be enjoyed slowly, in a relaxed setting, where each sip reveals something new.

There’s a growing curiosity about how to identify a high-quality whisky. What are the key characteristics one should look for while selecting a bottle?

For me, specifics matter; from the packaging to the liquid inside.

But key factors to consider include: cask type and ageing process (although older doesn’t always mean better), alcohol by volume (ABV), and distillery and production methods. Look for anything that talks about tasting notes and flavour profile, brand philosophy and heritage behind the whisky. A well-crafted whisky tells a story before you even take the first sip.

‘Dram Bell represents my values of quality, dedication and excellence’

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With more and more celebrities entering the alcobev industry, former England Cricket Captain, Kevin Pietersen has made his debut in the Indian Alcobev market with his Dram Bell Scotch Whisky. Bhavya Desai spoke to him about his investment, why India and more. Excerpts:

First things first, it is not often you see a cricketer enter the alcobev market, and naturally that was the first question in my mind – why did Kevin Pietersen (KP) enter this industry? And to my surprise – his decision to enter the liquor industry, particularly the Indian market, stems from a combination of personal connections and a keen eye for opportunity. “Over the past decade, I have closely observed India’s incredible growth across various sectors, including its evolving consumer market. India is one of the largest and most dynamic whisky markets in the world, presenting a unique opportunity to cater to its growing demand for premium, high-quality spirits.”

And it is his zeal to create something meaningful and impactful is what drew him into this opportunity. The Dram Bell Scotch whisky is made by Ardent Alcobev Pvt. Ltd., a JV between Rajasthan Liquor Ltd. (RLL) and Industry veterans, Debashish Shyam and Jatin Fredericks, in which KP is a marquee investor.

Now it isn’t common for a known face to invest in a brand, but KP says that his involvement in the company isn’t just as a mere investor, he is looking to be more involved – beyond financial investment. “I actively contribute to shaping the brand’s vision and consumer experience.” He works closely with the team to curate unique drinking experiences for Indian whisky lovers ensuring that every aspect of Dram Bell reflects authenticity and modern sophistication. “For me, Dram Bell is more than just a brand – it represents my values of quality, dedication and excellence.”

But for a cricketer – what resonates with a whisky? KP says that it aligns with his philosophy of striving for excellence and celebrating craftsmanship. It is a distinguished blend that embodies heritage, authenticity and meticulous attention to detail – qualities that were integral to his journey as a professional cricketer.

And Ardent has been really smart, they aren’t only relying on the star power of KP. They’ve found themselves a company that has in-depth experience in blending, bottling and distilling whiskies. The whisky is produced by Robert Castle, a wholly owned subsidiary of Angus Dundee Distillers and also holds one of the largest reserves of Scotch whisky in Scotland.

Ian Forteath, Master-Blender, Dram Bell Scotch Whisky

The blend involves using Generation 1 and Generation 2 casks, which mature both grain and malt whiskies to create a multi-layered flavour profile. And that is precisely what Dram Bell’s Master Blender and Global Brand Ambassador, Iain Forteath was looking to create.

But in an already saturated market, with opportunity, Dram Bell’s mantra for success is a combination of factors. Understanding the consumer’s preferences and offer something premium, like a bottled-in-origin whisky and at the same time price the product in such a way, that it bridges the gap between IMFL whiskies and high-end imported brands, atleast thats the plan.

“Dram Bell is driven by three key factors, Craftsmanship & Quality – Blending Tradition with Innovation, Consumer-Centric Pricing and Value Proposition and Widespread Distribution & Consistency,” says the former cricketer.

Pietersen’s experience with the Indian market has been positive thus far. The shift towards premiumisation and the increasing demand for high-quality spirits reflect the evolving preferences of Indian consumers. And the initial response to Dram Bell in Maharashtra has been overwhelmingly positive, with over 80-85% distribution in key retail outlets within the first two months. This reinforces the potential and growing appetite for premium Scotch whisky in India for him.

I’ve always admired India for its diversity and progressive consumer mindset, and this venture has only deepened my belief in the market’s immense opportunities he adds.

Dram Bell is available in two variants currently – Dram Bell Premium (₹1,750) is positioned just ₹200 above premium IMFL and Dram Bell Reserve (₹2,450, aged 5 years). Ardent is upbeat about the Reserve since most products in its segment feature a 3-year-old Scotch, whereas they are offering a 5-year blend.

Following its launch in Maharashtra, the makers are looking to expand their footprint across India with the Northern States of Haryana, Rajasthan, Punjab and Delhi as the next markets. “Over the next 12 months, we aim to establish a presence in most of India’s major liquor markets.”

Now I also had the chance of doing the first exclusive review of the Dram Bell Premium Scotch Whisky and I surely had some thoughts. You can look for the review on the website of click on the embedded link.

Weller Bourbon Whiskey in India

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Two celebrated wheated bourbons from Buffalo Trace Distillery make India debut
Weller Special Reserve and Weller 12 Years Old, to create unique drinking experience

Weller Kentucky Straight Bourbon Whiskey, the World’s original and one of the most awarded Wheated Bourbon Whiskeys, made its grand debut in India with a celebrated launch event in Mumbai. Hailing from Buffalo Trace Distillery, said to be the World’s most award-winning distillery and oldest continuously operating distillery in the USA, Weller exemplifies craftsmanship, innovation and storied American whiskey-making tradition. Renowned for using wheat instead of rye in its recipe, Weller boasts a soft, smooth and complex taste profile, and will be available in two distinct expressions: Weller Special Reserve and Weller 12 Years Old, the oldest andone of the first age stated bourbons in India.

The Weller brand is named after William Larue Weller who revolutionised bourbon in America in the early 1800s by replacing rye with wheat in the whiskey’s mashbill, a process that resulted in a much softer, yet still elegant and refined, drinking experience. Over the years Weller Bourbon has gained international acclaim with hundreds ofaccolades to its name. The arrival of Weller Bourbon is expected to appeal to Indian spirits connoisseurs who crave flavour depth and complexity and a unique drinking experience.

“India is one of the world’s leading whisky markets and until now it has not had the opportunity to round out its category with a super-premium wheated bourbon. Weller is a bourbon unlike anything in the Indian market, offering a unique and premium drink experience that stands apart from typical bourbons and other whiskies available today. Wheated whiskey, including Pappy Van Winkle, which is also proudly made at Buffalo Trace Distillery, has long been renowned as some of the best and most premium bourbon in the world. As India continues to embrace more varied premium spirit offerings, we believe Weller will resonate with those seeking an unparalleled drinking experience – one that reflects quality, craftsmanship, and distinction,” said Diego Bianchi, General Manager, Emerging Markets & Barrel Select, Sazerac Company.

Vijay Kauthekar, Executive Vice President, John Distilleries Ltd, part of the Sazerac Company family of brands and distilleries, added, “India is the largest whisky market in the world, and we believe the country is ready for high-end, luxury spirits like ultra-aged bourbons. Weller is the perfect brand to pave the way for the category. The whiskey’s smoothness and complexity, combined with its rich history, will surely appeal to the modern Indian spirits consumer who values both tradition and innovation. While historically Indian consumers have been more familiar with other global whiskey categories, Weller provides a new, unique and expertly crafted American Whiskey for consumers to enjoy with friends and family. We’re excited to offer this award-winning bourbon to those ready to explore something truly distinct and exceptional.”

Weller 12-Year-Old is the oldest age stated bourbon distributed in India. Aged for far longer than most wheated bourbons on the market, this offering is a smooth, easy-going and balanced bourbon with a beautiful deep bronze colour best enjoyed neat or on the rocks. Weller Special Reserve stands out with its burnt orange colour and subtle, sweet profile. Its softer flavour notes make this bourbon great for cocktails, such as the classic Paper Plane recipe.

Weller Bourbon will be available across select markets in India beginning early December. The Weller Special Reserve has a maximum retail price ranging from ₹2,500 (Haryana) – ₹4,500 (Mumbai) and the Weller 12-Year-Old has MRP ranging from ₹5,400 (Haryana) – ₹7,750 (Mumbai).

Bourbon, often referred to as America’s Native Spirit, represents the highest standard in whisky production, requiring products meet a stringent set of distillation and aging guidelines in order to enjoy the category distinction. Kentucky Straight Bourbon must be made from at least 51% corn, distilled in new charred oak barrels, crafted in the United States, and aged for a minimum of two years. Weller adheres to these guidelines but elevates the experience further by using wheat as the secondary grain and aging the whiskey longer than most other comparable options on the market today, resulting in a robust but smooth bourbon.

Weller Bourbon Eyeing India to be Second Biggest Market outside of US

**Diego Bianchi, General Manager of Emerging Markets & Barrel Select, Sazerac Company**

In the overcrowded whisky market in India (that India is the biggest whiskey consumer in the world), bourbon is a category which has not really developed, even awareness-wise. To grow bourbon as a category, which at present is less than 1% of the spirits segment, Sazerac Company is focussing on India as a priority market wherein it plans to roll out different brands going forward. Here in a brief interview with Ambrosia, Diego Bianchi, General Manager of Emerging Markets & Barrel Select, Sazerac Company and Vijay Kauthekar, Executive Vice President, John Distilleries Ltd, part of the Sazerac Company family of brands and distilleries, talk about growing bourbon category in India.

Bianchi said “In general, India is a huge whisky market having the youngest population and is the fastest growing economies. There is growing appreciation for quality products and premiumisation and we believe that bourbon as a category will grow in the long term in India. We will develop that and we will play our part in promoting bourbon.”

Explaining the unique selling proposition of Weller Bourbons, Bianchi mentioned the Barrel Select programme is unique in that the consumers can select three to four barrels and we bottle for them. Adding to that Vijay said, “When we went to the US and visited Buffalo Trace Distillery, one of the most awarded distilleries, we chose two barrels, after checking the taste profile of the liquid. It was an amazing experience and we are bringing bottles of that to India.”

Bianchi mentioned how the team visited India in May this year, checking out Mumbai, Delhi and Bengaluru and soon realised that bourbon is not very well developed here. “We have such a vast portfolio of bourbons, we realised that there is great opportunity in India which is the largest whisky market. We use wheat instead of rye and this gives the bourbon a more smooth, sweet and more approachable flavour which we believe will appeal to Indian consumers. That’s why we are launching Weller.” Bourbons have 51% corn and the second flavour ingredient is rye, but Weller instead uses wheat.

Oldest age-statement bourbon in India

Talking about the history of Scotch in India, Bianchi explained that age of the whisky is key in the Indian perspective, hence the company is introducing the Weller 12 Years Old and the Weller Special Reserve which is 6 to 7 years old, the latter offering versatility where it can be had neat or on the rocks or in a cocktail. “It is going to be the oldest age statement bourbon in India. We are super excited to bring this to India.” Confirming that it will be of the same quality as in the US, he opined that Indians would love the flavour profile.

Giving an insight into the market here, Vijay said the bourbon category is growing in India, though presently it is less than 1% of Indian whisky market. “It is a small pie but the category has got such a huge headroom as the whisky category is overcrowded, there is the trend of premiumisation and emerging cocktail culture. We will be taking a number of initiatives to push the category.”

Talking about the opportunities to grow in India, Bianchi said, “India will be the second largest market for Weller outside of the US. India is our priority. We will see how the two products perform in the market. We will continue to supply. We are confident that Indians will enjoy the product.”

Agreeing that any market has challenges, Bianchi singled out regulatory, but said they had a great partner in John Distilleries to help grow the category. Sazerac has 60% stake in John Distilleries. “I think as we grow, we will bring different brands and also constantly look at the organisational structure.” Sazerac has over 200 years of experience in the alcobev sector, with hundreds of brands at varying price ranges and the company would continuously assess ‘what will be the best fit in India’. Asked whether their bourbons would be bottled in India, both of them mentioned that there were endless possibilities, but would take a call only after seeing how the brands evolved over the years. At present, the price points, they believe, is win-win for both the consumer and the manufacturer. “In Mumbai, Weller 12 would be 10% premium than the luxury Scotch available in the market with the crossline competitor could be 18 years. We are offering a sweet spot to the consumer and that is one of the ways of opening the category.” Bianchi added, “It is of the highest quality at a fair price all over the world.” Its products are available in ASEAN and some of the key whisky markets around the globe. Going ahead, the company may look at full ownership of a distillery in India, but that depends upon on how the category is growing.

Tokaj – King of Wines, Wines of Kings

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If you are a globe trotter or a connoisseur of wine, then you sure would have heard of Tokaj or how the Hungarians pronounce ‘toe-kay’. It is the signature wine of Hungary and one of the most important wines of the world. Tokaj has a rich historical tradition and has had royal connections with noblemen, Ferenc Rákóczi II, Peter the Great, King Louis XIV, Catherine the Great, and many others cherishing it.

Now, Hungarian wine producers and the Hungarian government want to take it to the world more than ever before, the way the French, the Italians and the Australians have done it. And India, an emerging market, is very much on their list.

Aggressive Marketing Plans

**Ferenc Jari, The Consul General of Hungary in Mumbai**

Independent Hungarian wine producers and the Hungarian government have been participating in various wine related events in India and understand that they need to go ‘aggressive’ in their efforts. Speaking to Ambrosia, the Consul General of Hungary in Mumbai, Ferenc Jari; and wine producers Nicholas Jelasity, Export Manager of Grand Tokaj Ltd and Tamas Duzsi of Duzsi Family Winery highlighted the wines of Hungary, coming from 22 regions, and the challenges of entering the Indian market. In the recent past, they have had two small shipments entering India and find they could do better with communication, education, wine tasting sessions and ‘aggressive’ marketing.

Awaiting FTA to Boost Trade

The Consul General mentioned that the Hungarian government was keen on promoting various industries, including winery, to the world. Most of the wineries in Hungary are small and medium enterprises and have challenges entering the Indian market as the duty rates are high, he said and hoped that the Free Trade Agreement (FTA) between India and Europe would materialise such that it would give a boost to trade, part of that beneficiary would be Hungarian wines. Within the European Union there is free trade and that has helped majorly the wine producers, he averred.

Nicholas said that after protracted negotiations, he has had the first of the two small shipments into India. “It has been crazy, but in a positive way. There is a lot of curiosity about Hungarian wines. There are two kinds of customers for Tokaj, one who has heard about it and happy to get hold of a bottle in India and other is the curious customer who is excited once he or she has tasted it. The challenge is about communication and we are addressing that.”

Tamas who is in India for the third time and has been part of the delegation chalking out finer details of the FTA, said ‘education was the key’. Mentioning how one Indian student by name Kaushal came to Europe, studied about European wine making came back to India and promoted European wines. We need more people like him to explain the process of wine making and the benefits of wine drinking. The Hungarian tourism promotion agency has to invite people from India and that is a good platform to begin with, he said and mentioned how tourists from the USA came to Hungary and few of them established importing companies, thus making Hungarian wine available. “We need to do that in India.”

Pricing Strategy

Agreeing to the suggestion that Hungary needs to make substantial investments in the price sensitive Indian market, they said, ‘We fully agree. If we want to be aggressive with prices in India, we should have better pricing than in Hungary itself. We understand the duty structure here.”

Nicholas said his company has a capacity of 8 million cases and is presently doing 6 million cases. “We have the elasticity, the capacity and the rotation to produce good quality wines for the world. We will be competitive. We are competing with the likes of South Africa, Australia and others who have large-scale vineyards and mechanised operations. We will be aggressive in pricing.”

The company exports between 60 and 70% of its wines in about 150 countries, he said and mentioned that it does not mean they sell large quantities. “However, we want to continue to grow exports.”

**Nicholas Jelasity, Export Manager of Grand Tokaj Ltd**

Explaining how local Hungarian companies had to compete in the export market with Spanish, French and British who owned Hungarian wineries, Nicholas said, “A Spanish company which bought a Tokaj company in Hungary does everything to export Tokaj in Spain, so do the French and the British, focussing on their markets.” After the Union of Soviet Socialist Republics (USSR) disintegrated in the 1990s, a lot of investment came into Hungary and many of them invested in wineries.

3 Million Hectolitres From Hungary

Hungary now produces about 3 million hectolitres of wine and had 22 wine regions in the country, the Consul General said but added that after the two World Wars and Hungary losing territory, the area under wine cultivation had come down from about 200,000 hectares to about 50,000 to 60,000 hectares. “Hungary is like little France. We have all kinds of wines, except fortified wines which are not allowed. We have a big company producing sparkling wines.”

Presently, Hungarians are also consuming wines from other countries, unlike the Portuguese who consume 98% of their own produce. “Earlier, we were protective of our wines.”

When it was pointed out that Rose and Red wines were growing in India, Tamas said, “Rose is our main product. We use high quality grapes. Of course, we have Red wines. Grapes that we use for Rose, we can use it for Red wine. Our Rose is bone dry, having higher alcohol content, gives a bit of sweetness, but not from sugar.”

Further, he said his company’s main export market is the US. “We started with two cases, now we sell in containers. We started by organising wine tasting. Recently I did 15 wine tastings in six days. We can boost sales with such strategies.” Tamas in the last event in Delhi presented Rose and this time in Mumbai offered red wine at the event.

They concurred that Hungary with a population of about 10 million had to but look at export markets. “Consumption is on the decrease and we need to make efforts to get to world markets. We need story-telling that Tokaj is one of the oldest wines in the world.” In 1737, Tokaj was declared an appellation, a delimited wine region with borders. This was the foundation for the first protection of origin in the world. Tokaj was the very first in the world to introduce a whole system of appellations controlled, 120 years before Bordeaux classification which took place in 1885 only.

French king Louis XIV said of Aszú Tokaj wine he received from Francis II Rákóczi: “C’est le roi des vins, et le vin des rois” – “The king of wines, the wine of kings”.

Ospree Duty Free marketing initiatives grow spirit sales in duty free

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Avishek Bambii Das, CEO of Ospree Duty Free by MTRPL outlines the growth of Ospree, the marketing initiatives and expansion plans.

What was the rationale behind the creation of Ospree?

MTRPL operates across seven international airports in India, with future plans for global expansion. Our vision behind the creation of Ospree was to bring all existing duty-free stores under a single, unified brand identity.

The brand ‘Ospree’ represents a contemporary, customer-centric approach to redefining the shopping experience at duty-free outlets.

Ospree serves as MTRPL’s strategy to consolidate its duty-free operations across locations in Mumbai, Thiruvananthapuram, Amritsar, Lucknow, Jaipur, Ahmedabad, and Mangaluru under one cohesive brand. By doing so, we aim to create a seamless and consistent experience for travellers, whether they are flying from Mumbai or Jaipur.

The brand identity of Ospree is tailored to meet the evolving expectations of modern, discerning travellers. Our goal is to make Ospree the ultimate destination for global travellers seeking a premium and elegantly curated shopping experience. Ospree seeks to transform the duty-free shopping landscape, offering a mix of luxury and convenience. With its carefully curated range of premium products and its focus on customer satisfaction, Ospree strives to create a luxurious and approachable atmosphere, redefining duty-free shopping in India.

What is the retail strategy adopted to grow liquor duty-free sales at your duty-free shops?

Ospree Duty Free has developed a multi-pronged strategy to significantly increase liquor sales. This approach is built on four main pillars: premium assortments, immersive retail experiences, competitive pricing, and simplified pre-order system. Additionally, we have largely expanded our single malt category and now house over 250 brands under one roof. Other introductions include various Japanese whiskey brands, Teremana tequila, Ardbeg, Idaya Rum, House of Suntory, D’YAVOL and more.

Exclusive Product Curation:

Ospree collaborates with major global brands such as Diageo and Moët Hennessy to offer a wide selection of premium and rare liquors, including exclusive duty-free releases. These premium assortments are particularly attractive to international travellers who are often on the lookout for unique spirits that aren’t available in regular retail outlets. By curating a high-end selection, we drive both impulse buys as well as planned purchases by knowledgeable customers.

Immersive Shopping Experience:

Enhancing the customer experience is one of Ospree’s top priorities. We have designed our stores to offer an immersive shopping experience with interactive displays, expert-led product recommendations, and tastings.

These experiential elements elevate the shopping journey, transforming it from a transactional experience to a memorable one. Additionally, our personalised “White Glove Service” caters to high-spending customers, offering them tailored advice and ensuring a seamless, premium shopping experience.

Competitive Pricing and Promotions:

Ospree’s tax-free pricing offers significant value across its liquor portfolio, making it an attractive proposition for travellers. Furthermore, our ongoing promotions – such as “Buy More, Save More” and the “Shop and Win” contest, where travellers can win luxury prizes – have been highly effective in boosting customer engagement and driving larger purchases.

Digital Pre-Order Simplified:

Adani One’s pre-order service offers our customers an even more convenient and rewarding duty-free shopping experience. The platform makes it easier than ever for travellers to browse our wide variety of products, secure the best deals, enjoy ease of product selection, receive additional pre-order discounts, and skip the queues. This innovative partnership is a major step toward transforming duty-free shopping into a seamless and stress-free experience for all travellers.

By combining these strategies, Ospree has successfully established itself as a leader in duty-free liquor sales, strengthening both customer loyalty and sales growth.

Is there any pricing strategy in place? How cheap is it to buy in Indian duty-free than in the local market?

Yes, Ospree has a robust pricing strategy that emphasises the authenticity and originality of the products it offers. All products sold at Ospree Duty Free either come directly from the country of origin or are obtained through official brand channels, ensuring their authenticity.

Our pricing is highly competitive, with products available at an average of 20-30% lower than those found in downtown retail stores. This is a significant draw for international travellers who are looking to purchase premium products at better prices. By offering a combination of tax-free pricing and exclusive duty-free deals, Ospree provides an unmatched shopping experience.

How has Ospree Duty Free grown in the Indian Travel Retail Market?

Ospree Duty Free has experienced tremendous growth in the Indian travel retail market, driven by several key factors. First, we have launched over 100 initiatives aimed at accelerating growth by revisiting what we call the 7 Ps of Duty-Free Excellence: Product, Price, Premiumisation, Penetration, Presentation, Promotion, and People. Additionally, we have expanded into six seaports, including Mundra and Krishnapatnam (recently launched), with Kattupalli and Hazira set to open by the end of June, followed by Dhamra and Gangavaram by the end of July 2024. These new locations will cover a total retail space of 6,500 sq ft and serve over 600 vessels monthly. They will offer a wide selection of international duty-free goods, including imported liquor, confectionery, perfumes, travel accessories, and destination-specific products.

Second, our strategic expansion into major international airports has enabled us to capture a larger share of the travelling public. By focussing on creating a premium shopping experience, particularly with our diverse range of luxury products, we have successfully appealed to customers seeking a more sophisticated and refined retail experience.

Our attention to detail in product curation and customer service has translated into increased foot traffic and higher sales. By continually refining our offerings and focussing on customer satisfaction, we have been able to differentiate ourselves from competitors in the Indian duty-free market.

How are luxury spirits performing in the Indian duty-free market?

Luxury spirits have consistently outperformed other categories in the Indian duty-free market. Ospree’s commitment to offering a broad selection of over 275 single malts, paired with competitive pricing, has made it a go-to destination for liquor enthusiasts.

The demand for luxury spirits has been driven by several factors, including the rise in disposable incomes and the increasing number of international travellers. The appeal of exclusive, high-end brands, available at competitive prices, has ensured that luxury spirits remain one of our fastest-growing categories.

Aside from whisky, which other liquor segments are doing well in the Indian market?

In addition to whisky, other liquor segments such as vodka, gin, and tequila are performing well at Ospree Duty Free, collectively contributing around 4-5% of our liquor sales.

In recent months, Ospree Duty Free has seen remarkable growth in its tequila category, reflecting our commitment to offering a diverse and high-quality selection of spirits. Tequila was introduced at Ospree Duty Free Mumbai 12 months ago and now accounts for 7% of the total alcohol sales at that location. Don Julio 1942 has become one of our top three SKUs. High-end brands like Clase Azul, Patrón El Cielo, and the soon-to-arrive Avión Reserva Cristalino are further establishing tequila as a lifestyle statement in India.

One of the standout additions has been Teremana Tequila, which we are excited to introduce for the first time in India. This premium, small-batch tequila is crafted with a strong emphasis on sustainability and quality, and its arrival at Ospree underscores our commitment to offering unique, global products to travellers. By expanding our tequila selection, we continue to cater to evolving customer preferences and enhance the shopping experience at our stores.

Additionally, we have observed significant growth in our wine category, particularly with French and Australian wines, which are growing at a rate of 7-8% month-on-month.

Champagnes, along with red and white wines such as Bordeaux, Moët & Chandon, and Dom Pérignon, are among the most popular items. Overall, the wine and champagne category has experienced over 50% growth, further diversifying our liquor offerings.

Flemingo has a strong presence in the Indian duty-free market. How has Ospree leveraged its expertise?

Ospree has effectively leveraged Flemingo’s extensive experience in the Indian duty-free market to optimise its own operations. By incorporating Flemingo’s best practices in retail and customer service, Ospree has enhanced the overall shopping experience while customising it to meet the specific needs of its customer base.

How have Flemingo and Ospree grown in recent years?

Cannot comment on Flemingo’s growth. But Ospree has experienced significant growth in the Indian travel retail market. The rebranding has played a pivotal role in this growth, allowing us to expand our duty-free operations and offer a more diverse range of luxury and premium products. By focussing on creating a seamless, upscale shopping experience, we have been able to attract a wider range of customers and increase our market share in a highly competitive industry.

How many airports does Adani Enterprises operate in India?

Adani Enterprises currently operates seven airports across India. These include major airports in Mumbai, Trivandrum, Ahmedabad, Lucknow, Mangalore, Jaipur, and Amritsar. Additionally, Adani operates three seaports: Mundra, Krishnapatnam, and Hazira, further showcasing its extensive presence in India’s infrastructure sector.

How large is the Indian luxury spirits market in duty-free?

The Indian luxury spirits market within duty-free continues to experience impressive growth. Brands like Indri and Jaisalmer have become star performers at Ospree, while Indian liquor brands such as Paul John, Old Monk, Rampur, Amrut, and Stranger & Sons are gaining global recognition. These brands contribute around 5% of our total liquor sales.

As more Indian travellers venture abroad and their disposable incomes increase, the demand for luxury spirits continues to rise, creating favourable market conditions for Ospree to expand its footprint in this segment.

Does Ospree offer special promotions to boost Indian premium spirits at major international airports in India?

Yes, Ospree has implemented several promotional initiatives to highlight Indian premium spirits. These promotions include exclusive discounts, high-visibility promotional areas within stores, and limited-edition releases. Some recent highlights include the launch of Idaaya Rum and exclusive releases from Ardbeg Circus, which have garnered attention from travellers.

These initiatives have not only increased awareness of Indian premium spirits, but have also encouraged travellers to explore the rich heritage and craftsmanship behind these products.

What are your expansion plans for the Indian market?

Ospree is actively pursuing expansion plans, which include increasing its portfolio of luxury brands and exploring opportunities to acquire non-Adani airports for duty-free operations. Our goal is to further establish Ospree as a premier destination for luxury shopping, both within India and globally.

What are your sales in terms of volumes and value?

Ospree primarily focusses on value over volume, as sales vary based on the demand for specific categories. Ospree Duty Free has achieved unprecedented growth (almost twice pax growth) in the last FY 23–24.

Ospree Duty Free FY 24 Business Highlights:

YOY Sales Growth: 44%, YOY Pax Growth: 23% and SPP Growth: 15%.Additionally, departure sales grew three times the PAX growth. We also have observed a 30% increase in the average sales per passenger. Our luxury sector has also expanded, growing from 7% last year to 20% this year.

Radico scaling New Heights every year

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Incorporated in 1943, Radico Khaitan is one of the most recognised Indian Made Foreign Liquor (IMFL) brands in India, scaling new heights every year. It has achieved many milestones in its over eight decades of existence. One of the milestones is that seven of its brands are recognised as million-dollar successes. Its vodka brand – Magic Moments – is making waves, having captured an impressive 60% of the market share. In the luxury gin category, Jaisalmer has garnered 50% market share and is blazing guns. Ambrosia spoke to the Chief Operating Officer at Radico Khaitan,
Amar Sinha giving insights into how the company is looking at future growth.

Since rejoining Radico Khaitan, what changes have you brought in the company?

When I rejoined Radico Khaitan, the aim was crystal clear – we were focussing on our strategic goals of strengthening market position and driving long-term growth. To align with our core business strategy, my team and I worked extensively on developing operational excellence. From product development to market expansion, the idea was to go all out, and that’s exactly what we did – We streamlined operations, introduced new brands and innovated new variants while catering to the growing trend of premiumisation. Massive efforts were made to expand the company’s market presence, and we worked on integrating advanced technology across business operations, smoothening our manufacturing prowess.

What was the thought process and strategy behind these changes?

The idea and the objective were clear – Making Radico the largest, most successful and a profitable IMFL company of India.

Distribution is the key to this business apart from the quality product and pricing, how was this achieved?

Distribution is indeed a crucial component of Radico’s success, and the company has implemented several strategies to optimise its distribution network. Our distribution strength is underpinned by a robust network of over 80,000 retail outlets. We have systematically categorised our Off-Trade and On-Trade outlets, allowing for tailored strategies that address the unique needs of each category.

Our on-ground sales team undergoes regular and comprehensive training programmes. These initiatives are designed to enhance their skills, ensure they remain abreast of industry best practices, and effectively represent our brand.

What is the current overall volume for the company and what is the company turnover?

In FY2024, we reported a gross turnover of 15,483 crores. Our net sales went up to 4118 crores, out of which our Prestige & Above brands showed a significant volume growth of 20.3% (Y-o-Y) garnering sale of 11.26 million cases reaching a 68.5% in value.

How have the brands performed over the years, under your leadership?

We have achieved significant milestones, with seven of our brands now recognised as million-dollar successes, many of which have attained notable global rankings across various segments.

Our flagship brand, Magic Moments, has captured an impressive 60% of the market share in the vodka category, establishing itself as a dominant force. Similarly, Morpheus has risen to command 65% of the super-premium brandy segment, reinforcing our position in the high-end spirits market. Jaisalmer has also made remarkable strides, securing a substantial 50% market share in the luxury gin category.

Additionally, Royal Ranthambore has achieved extraordinary 2X growth, becoming the fastest-growing brand in the semi-luxury whisky segment. Notably, it is the first Indian brand to be priced above the best-selling Scotch whisky in India, a testament to its rising prestige and consumer appeal.

These accomplishments reflect our unwavering commitment to excellence and our strategic vision for expanding our brand portfolio on a global scale.

Radico has been able to successfully create wealth for its investors, what reason would you attribute to that?

Our growth is a testament to the strength of our brands, the exceptional quality of our blends, and the strong acceptance by our customers. These factors have not only driven our business success, but have also created substantial value for our stakeholders. Central to this success is the excellence of our team, whose dedication and professionalism have been pivotal in achieving our goals. Their unwavering commitment to high standards and continuous improvement has set us apart in a competitive market.

Additionally, the support and visionary leadership of Abhishek Khaitan, Managing Director Radico Khaitan Limited, has been instrumental in guiding our strategic direction and fostering an environment where innovation and collaboration thrive. This cohesive effort has propelled us forward and solidified our position as a leader in the industry.