High taxation significantly burdens the Indian alcohol industry by increasing production costs, impacting profitability, and potentially driving consumers towards illicit alternatives. While GST doesn’t directly tax alcohol, increased taxes on input materials and logistics contribute to higher retail prices. This, coupled with state-specific excise duties and other levies, leads to a complex and fragmented market with varying prices and access points.
Indian alcohol market is estimated to be valued at 60.11 bn in 2025 and is expected to reach USD 101.10 bn in 2032, exhibiting compound annual growth (CAGR) 0f 7.7% from 2025 to 2032.
India’s alcoholic beverage industry faces regulatory hurdles like liquor bans and high taxation, impacting revenue and market share. Despite these challenges, the industry is projected to grow significantly, driven by premiumisation and evolving consumer preferences.
High taxation, particularly state-level excise duties and other levies, significantly burdens the Indian alcohol industry, impacting both producers and consumers. The industry contends with high tax burdens, with taxes often comprising 65-80% of the final retail price. This complex taxation structure, including state excise duties, VAT, and various fees, restricts financial flexibility and profitability.
In addition, the industry is hobbled by significant compliance overheads and a fragmented distribution ecosystem, where regulatory variations across states create logistical inefficiencies and increased costs. The working capital cycle is often elongated due to delayed payments from distributors and high inventory carrying costs, disproportionately affecting small and medium-sized enterprises (SMEs). For these players, who typically operate on EBITDA margins as low as 10–12%, any downward pressure on pricing can be economically unsustainable.
Indian spirits—particularly whisky, rum, and country liquor—have only a marginal share in global markets. According to data from the Agricultural and Processed Food Products Export Development Authority (APEDA), India exported alcoholic beverages worth USD 322 million in FY 2022–23, with Indian-made foreign liquor (IMFL) comprising a major portion. In comparison, the UK exported over £6.2 billion worth of whisky alone in 2022, highlighting the asymmetry in export capacities. The entry of global players with deep pockets, established branding, and premium positioning will make it impossible for Indian brands to compete against them and scale sustainably or capture premium market share. This reduced market share could ultimately lead to downsizing, plant closures, and stagnation in rural supply chains that depend on the sector for income. If local manufacturers lose market share, states could face a decline in excise revenue and employment generation.
Tax increases on alcoholic beverages can negatively impact the alcobev industry in several ways. They lead to higher prices for consumers, potentially reducing demand, and can also increase the costs for producers due to taxes on inputs. Furthermore, tax increases can lead to a decrease in sales volume, impacting the industry’s revenue and potentially leading to job losses.
Reduced Demand and Sales Volume: Higher taxes translate to increased prices for consumers, which can make alcoholic beverages less affordable, particularly for budget-conscious consumers.
This price sensitivity can lead to a decrease in the quantity of alcohol purchased, impacting sales volume for manufacturers and retailers. Some consumers might switch to cheaper brands or even substitute with other alcoholic products, impacting specific segments of the industry.
Increased Production Costs: Even if not directly taxed, the production process of alcoholic beverages involves various inputs like bottles, labels, and packaging materials, which are subject to taxes like GST. The cost of these inputs can rise due to higher taxes, increasing the overall production cost for manufacturers.
This cost pressure can be particularly challenging for smaller or craft producers who may have less financial flexibility to absorb these increases.
Impact on Revenue and Employment: Reduced sales volume and increased production costs can significantly impact the industry’s revenue and profitability. This can lead to potential job losses in the manufacturing, distribution, and retail sectors of the alcobev industry.
The industry might also face challenges in terms of cash flow and working capital, especially when dealing with tax refunds for input costs.
Potential for Unintended Consequences: Some studies suggest that higher taxes may lead to increased illicit production and sale of alcohol to avoid taxation, which can pose public health risks and further impact legitimate businesses. Consumers may also resort to cheaper alternatives or reduce consumption in other areas to afford alcohol, potentially impacting other industries.
While the industry may argue that tax increases do not reduce alcohol-related harm, some research suggests that price increases can lead to reduced consumption, especially among heavy drinkers and young people.
Industry Arguments: The alcoholic beverage industry often argues that tax increases unfairly burden the industry and consumers, and may not be effective in reducing alcohol-related harm. They may also highlight the potential negative impact on employment and tourism, particularly in areas where the industry is a significant contributor to the local economy.
The industry may also argue that other measures, such as public awareness campaigns and responsible drinking initiatives, can be more effective in addressing alcohol-related issues.
Policy Considerations: Policymakers need to consider the potential economic and social impacts of tax increases on the alcobev industry when formulating policies. Balancing the need to generate revenue and address alcohol-related harms with the potential negative consequences for the industry and consumers is crucial. Consultation with the industry, public health experts, and consumers can help to develop more effective and balanced policies.
Overall, while higher taxes on alcoholic beverages can be a tool to address public health concerns and generate revenue, they can also pose significant challenges for the alcobev industry and potentially lead to unintended consequences. A careful and balanced approach is necessary when considering tax policy changes in this sector.
Caribbean-headquartered Carib Brewery has launched its Carib Premium Strong Beer in India, marking a key milestone in the brand’s international expansion. Carib’s entry into India is in partnership with Globus Spirits Ltd., a leading player in India’s alcoholic beverage industry. The beer is being locally produced through Globus Ansa Private Ltd., a joint venture between Globus Spirits and Carib’s parent company, Ansa McAL.
“At Globus Spirits, we’ve always believed in crafting experiences that transcend borders—and Carib Premium Strong Beer is a perfect reflection of that,” said Shekhar Swarup, Joint Managing Director, Globus Spirits. “This launch is more than introducing a new beer; it’s about celebrating the spirit of two vibrant cultures brought together by cricket, bold flavours, and good times.”
Targeted initially at five key cities in Uttar Pradesh—Lucknow, Kanpur, Varanasi, Ayodhya, and Prayagraj—Carib Premium Strong Beer is crafted to appeal to Indian preferences. With 8% alcohol by volume, a medium body, and a crisp, floral finish, the beer is designed to pair well with India’s spicy and flavour-rich cuisine.
The India launch is part of a broader international strategy led by Adrian Sabga, Managing Director (International & Business Development) at Carib Brewery, who has identified India and Greece as focus markets by the end of 2025. This push is supported by a $200 million investment in a modernised production facility in Champs Fleurs.
Smirnoff is set to shake up India’s flavour landscape with the launch of three bold new variants—Minty Jamun, Mirchi Mango and Zesty Lime—created especially for the evolving tastes of modern India. The exciting new flavours are available in Karnataka, Uttar Pradesh, Haryana and Maharashtra.
Whether it’s a fiery Mirchi Mango margarita, a Minty Jamun spritz with nostalgic flair, or a simple Zesty Lime soda pitcher, this new range unlocks versatile drinking possibilities—whether sipped, or mixed.
“We’re seeing a clear shift in how young Indians approach their favourite spirits—they want global brands to build a stronger local connect that is fresh and premium and yet playful. With Minty Jamun, Mirchi Mango, and Zesty Lime we’re not just offering new flavours, we’re creating moments of discovery that are vibrant, social, and rooted in today’s cultural codes,” said Ruchira Jaitly, CMO, Diageo India.
Each flavour has been thoughtfully developed to reflect the mood and momentum of the modern Indian consumer: Minty Jamun is a throwback with a twist—evoking childhood nostalgia with a fresh, modern take; Mirchi Mango piques curiosity with a sweet-spicy punch inspired by India’s love for heat and tropical fruit; and Zesty Lime brings an easy-going zing that makes it a go-to for group occasions and cocktail starters.
The launch is anchored in the brand’s new India-first campaign “Flavour is a Vibe” — a call to explore taste with freedom, fun, and community.
Tilaknagar Industries to become a PAN-India Player in Alcoholic Beverages
Acquisition is a strategic move to fast-track Tilaknagar Industries’ whisky foray
Pernod Ricard to accelerate focus on Premiumisation and Innovation
IMFL manufacturer Tilaknagar Industries Limited (TI) has entered into a definitive agreement to acquire Imperial Blue business division (IB) from Pernod Ricard India Private Limited via slump sale, for a lump sum consideration, basis enterprise value of €412.6 million (which translates to approx. ₹4,150 crores as on date). The consideration includes deferred payment of €28 million (₹282 crore as on date), to be paid four years after the date of closure of the transaction.
The proposed transaction includes acquisition of the IB, with 22.4 million 9-litre cases sold in the year ended March 2025 across India and other markets, including two owned units and services from co-manufacturing bottlers across India.
Imperial Blue is the third largest whisky brand in India by volume, with over 25 years of brand heritage. The underlying business had reported revenue of ₹3,067 crore for the year ended March 2025. TI is one of the leading IMFL players with leadership in brandy, the second largest IMFL category. Mansion House Brandy, TI’s flagship brand, is one of the largest selling brands in India and globally.
This landmark acquisition, largest in Indian alcoholic beverages space by an Indian company, fast-tracks TI’s foray into whisky segment, the largest IMFL category in India. It also significantly expands TI’s distribution reach, reinforcing its evolution into a truly pan-India player having strong scale across both brandy and whisky with a combined volume of 34 million 9-litre cases for the year ended March 2025.
Amit Dahanukar, Chairman and Managing Director, Tilaknagar Industries Limited said, “Having achieved leadership in the brandy segment, it is now time for us to broaden our portfolio and cater to India’s diverse and evolving consumer base. While we continue to grow our business organically, this strategic acquisition allows us to enter the whisky category with one of the country’s most trusted and admired brands.”
Imperial Blue will act as TI’s launchpad for a significant whisky premiumisation journey, enabling TI to build a strong whisky portfolio across premium price-points. “We’re excited to build on Imperial Blue’s strong foundation and take it to new heights”, Dahanukar added.
Tilaknagar Industries reported revenue of ₹1,405 crore and EBITDA of ₹226 crore for the year ended March 2025. The transaction is a result of the continuous assessment and evaluation of strategic opportunities, in line with a longstanding policy to deliver sustainable value for the shareholders, employees and partners of TI.
India, second-largest market for Pernod Ricard
Pernod Ricard said that the sale strengthens Pernod Ricard India’s portfolio, enabling the business to fully tap into premiumisation trends and support sustained, profitable growth. As Pernod Ricard’s second-largest market, India is a strategic priority, and this realignment improves the ability to capitalise on the country’s strong macroeconomic fundamentals and long-term potential. Upon closing, the transaction is expected to be immediately and meaningfully accretive to Pernod Ricard India’s operating margin and net sales growth rate.
Pernod Ricard’s active portfolio management is a key contributor to its dynamic growth across categories and geographies. The transaction is the result of the Group’s continuous assessment of its strategic opportunities, in line with its long-standing commitment to deliver sustainable value to its shareholders, employees, clients and partners.
Alexandre Ricard, Chairman and CEO of Pernod Ricard, stated, “We are pleased to announce the sale of the Imperial Blue business division, a strategic move to sharpen our focus on more profitable and faster growing brands in India, like in the rest of the world. This transaction represents a win-win for all stakeholders involved, both at the global and local level. It fuels our ambition to succeed even further in one of our top markets. This will further streamline our operations as we continue to invest in India’s outstanding growth.”
Jean Touboul, CEO of Pernod Ricard India added, “By exiting the Admix Value segment, this disposal will allow Pernod Ricard India to unlock further profitable growth and sharpen its focus on premiumisation and innovation. It will also enable the company to allocate resources more effectively toward high-growth brands such as Royal Stag, which has already surpassed the 30-million cases milestone, Blenders Pride, and international brands like Chivas, Jameson, Absolut, and Ballantine’s.
Driving the next phase of growth, we are entering an exciting new chapter, one that will see bold innovations and an expanded premium portfolio tailored specifically for the evolving Indian consumer.”
The proposed transaction is subject to approval from the Competition Commission of India, with closure anticipated in about six months from signing the definitive agreement. TI will raise a mix of debt and equity to finance the transaction.
Deutsche Bank and Avendus Capital acted as financial advisors, with Avendus Capital also serving as the exclusive financing arranger to TI. Crawford Bayley & Co. and W.S. Kane & Co. acted as legal counsels while Deloitte served as the diligence advisor to TI.
Diageo India has acquired Nao Spirits & Beverages, India’s craft gin makers (Greater Than and Hapusa brands), valued at Rs. 130 crores.
Diageo India (United Spirits Limited) has increased its equity stake in Nao Spirits from 30% to approximately 97.07%, making it a subsidiary of the company. With a final tranche pending, Diageo India is set to hold 100% ownership, bringing one of India’s most influential craft spirits startups fully into its fold. The transaction includes a secondary share purchase of ₹53.79 crore and a further infusion of ₹56 crore in growth capital — a strong commitment to scaling what began as a bootstrapped dream of India’s first homegrown gin.
Founded in 2017 by Anand Virmani, Aparajita Ninan and Vaibhav Singh; and later joined by Abhinav Rajput, Nao Spirits created India’s first craft gin from the ground up. From a small distillery in Goa, they distilled more than just spirits – they distilled the movement that would later be celebrated as ‘Indian Craft Spirits’. ‘Nao’, derived from the word ‘boat’ in Portuguese is a nod to Goa’s history as a trading port and a play on the English word ‘now’, capturing the spirit of a confident, modern India.
With Greater Than (2017), they introduced India to its first homegrown London Dry gin made with botanicals from around the world. With Hapusa (2018), they broke new ground with the world’s first Himalayan Dry Gin, bottling the wild spirit of the mountains with a premium, sipping gin. While Greater Than built the foundation, Hapusa gave gin a voice rooted in local flavour. Together, these helped build India’s craft gin category from scratch.
Imaginative Limited Editions
Nao Spirits launched a series of imaginative limited editions—each one crafted to stand apart, both in flavour and in form: Juniper Bomb (2020) – born from an accidental extended botanical soak that led to thrice the juniper flavour; No Sleep (2021) — India’s first coffee-infused gin; Broken Bat (2022) — the world’s first gin, aged using Kashmir Willow cricket bats; and Punk Gin (2023) – India’s first naturally infused pink gin made with real Mahabaleshwar strawberries, born from a place of rebellion.
These never-before-seen limited editions broke convention and captured attention, each bottle a celebration of India’s biodiversity, ingenuity and evolving palate.
“We started with a copper still named Agotha and a dream to make India proud. Today, we’re humbled and energised with Diageo India stepping in as a full partner and investor. Along the way, we realised that gin isn’t just about what goes into the bottle — it’s about the culture you build around it. From day one, we’ve been deeply focused on nurturing a community of bartenders, servers, and craft champions who could carry the story of Indian spirits forward in ways we never imagined. We’re proud that many of the original hands and hearts that built Nao Spirits are still with us today, and this next chapter gives us a chance to grow the culture we’ve helped shape with even greater reach and purpose. This isn’t the end of a journey, but the beginning of a new chapter; powered by the same people, the same purpose, and the same belief — that modern Indian spirits deserve their place on the world stage,” said Anand Virmani, Co-Founder & CEO, Nao Spirits & Beverages.
The original team continues to lead Nao Spirits with the same creative direction and cultural clarity that have defined its journey from the start — now supported by Diageo India’s robust distribution network, production capabilities, and leadership strength.
Teacher’s Whisky has unveiled a new identity, signaling a bold new chapter. The new look brims with modernity yet remains anchored in timeless tradition, celebrating over 195 years of character, conviction, and quality, states a press release.
“True to the vision of our founder William Teacher, the blend continues to offer its signature smoothness and full flavour crafted from a high malt content and distinctive smoky notes. This consistency crafted over 190 years has made Teacher’s a trusted choice for whisky drinkers across the globe.”
The evolved identity speaks to today’s premium whisky consumer – confident, globally attuned, and deeply appreciative of quality. Developed in collaboration with Design Bridge & Partners, London – one of the most awarded global brand design agencies – the refreshed identity spans from a refined label to an elevated bottle structure, crafted to signal depth, substance, and distinction. At its heart lies the iconic WT hallmark, a proud tribute to founder William Teacher, honouring his legacy of integrity and conviction.”
“With this bold new packaging, we’re not just refreshing the look of Teacher’s – we’re reaffirming the values that have shaped its nearly 200-year legacy,” said Rishi Walli, Senior Director – Marketing, Suntory Global Spirits.
“This evolution honours our rich heritage while introducing a contemporary edge that resonates with today’s culturally fluent consumer. It’s a bold expression of our commitment to evolve with the times, while staying true to the spirit of quality and character that defines our portfolio,” he added.
Whether through its high malt content, cask maturation in ex-Bourbon barrels, or the presence of Ardmore’s signature fingerprint malt, every bottle of Teacher’s continues its legacy. With its debut in Uttarakhand, the identity sets the stage for a nationwide rollout.
Piccadily Agro Industries Limited has relaunched Whistler Barrel Aged Blended Malt Whisky, featuring new packaging and premium blend.
Piccadily said that Whistler’s new avatar is a celebration of barrel ageing, maturation and the art of blending. The finest matured malt and grain spirits have been handpicked and aged in oak wood barrels, creating a whisky that’s smoother, more elegant and even more memorable than before, it said. Inspired by the Whistler Warbler, a vibrant songbird native to the region of Indri, the packaging reflects the whisky’s premium ethos with a modern and sophisticated design.
The relaunched Whistler expression offers a more layered and complex drinking experience—crafted for today’s evolving palate, yet grounded in traditional whisky-making excellence.
Tasting Notes:
Nose: Warm and inviting, with dried apple and apricot at the forefront. Vanilla cream and caramelised malt add delicate sweetness, complemented by toasted oak, cinnamon, and floral hints.
Palate: Silky and well-rounded with a rich malt core. Notes of toffee, pineapple, and vanilla glide through the sip, underscored by gentle spice and warmth.
Finish: Medium to long, leaving a graceful trail of mellow sweetness and soft refinement.
Whistler Whisky (750 ml / 42.8% ABV) will be available across premium retail outlets and on-trade venues across India, with plans for export expansion in the coming months, the company said.
“Whistler’s new premium look is more than a brand refresh — it’s a strategic play to capture the next wave of premium whisky consumers,” said Praveen Malviya, CEO – IMFL, Piccadily Agro Industries Limited. “With its elevated blend and bold new identity, Whistler is poised to disrupt the mid-premium segment. Our goal is ambitious — 1 million cases in the next three years — and we’re confident Whistler will become a powerhouse brand that redefines what Indian blended malts can achieve.”
Move will provide enhanced consumer experience and generate revenue opportunities
Premium-only and Smart Liquor Stores in Karnataka, Telangana, Haryana
Industry seeks De-regulation
The International Spirits and Wines Association of India (ISWAI), voice of the Indian Premium alcoholic beverage industry, has commended State governments for implementing progressive excise policies aimed at modernising retail formats, increasing revenue, and enhancing the overall consumer experience.
From Uttar Pradesh’s composite retail formats to Andhra Pradesh’s privatised model, Rajasthan’s premium mall-based stores, Madhya Pradesh’s single-bottle billing system, Haryana, Telangana, Karnataka, and Odisha’s premium-only retail formats, these progressive policies are redefining how the alcohol retail ecosystem operates across the country.
Welcoming the positive change, Sanjit Padhi, CEO of the International Spirits and Wines Association of India (ISWAI), said, “The reforms we are witnessing across different states in India, signal a paradigm shift in how the alcobev sector is perceived and managed, and reflects the state governments positive intent and commitment. Progressive excise policies are not only improving compliance and transparency, but also creating the foundation for sustainable, consumer-centric growth.”
UP’s reform-centric excise policy
ISWAI said at the forefront of this transformation is Uttar Pradesh, which has launched a reform-centric excise policy for FY 2025–26 with an ambitious revenue target of ₹55,000 crore, a 10% increase over the previous year. Structural changes like consolidating over 12,000 outlets into approximately 9,000 composite vends are doubling retail accessibility and ensuring broader market coverage. The adoption of a digital e-lottery system for retail licenses has already generated more than ₹2,250 crore, while retail license fees are expected to contribute over ₹4,200 crore, a testament to how digitization and transparency can directly drive state revenues.
Excise reforms are reshaping the alcobev landscape.
Speaking on these forward-looking changes, Sanjit Padhi said, “Uttar Pradesh has been a leader in driving structural reforms that have seen its revenue jump from ₹24,000 crore in FY 18/19 to a target of ₹55,000 crore in FY 25/26, growing at a rate of 13% CAGR. ISWAI members are the largest contributors to the state’s IMFL revenue (55%+), and we believe that the current changes are part of building a sustainable, growth-oriented revenue model that is also consumer-centric. The new outlets and investments in the retail infrastructure will result in a superior consumer experience.”
The reforms also offer greater operational stability for vendors. The state now grants two-year licenses via the e-lottery system, promotes fair competition by capping ownership at two outlets per individual, and fosters a level playing field for stakeholders.
Uttar Pradesh’s focus on premiumisation is reshaping consumer expectations and retail standards. New composite vends are being upgraded into well-lit, aesthetic, and secure outlets, particularly appealing to women consumers and supporting responsible consumption.
“We’re witnessing the rise of a more inclusive, modern alcobev ecosystem. From premium retail formats to safer consumer environments, these changes are aligning with global best practices and unlocking new growth opportunities. This will also provide consumers with high-quality premium brands and genuine products, deterring counterfeit products and encouraging responsible drinking. We hope that other states adopt the best practices of these progressive states to build consumer-centric, growth-oriented, sustainable revenue models,” added Sanjit Padhi.
Innovative Approaches by Andhra Pradesh, Rajasthan, Madhya Pradesh
Some states are following suit with their innovative approaches. Andhra Pradesh, through its privatised retail model, now supports 3,736 liquor vends and has witnessed a ₹1,800 crore surge in revenues and a 37% rise in Scotch sales, indicating strong premiumisation trends. Rajasthan has declared a four-year excise policy – a landmark reform that ensures stability in the sector. Speaking on this, Sanjit Padhi said, “The industry needs business stability as it allows room for building long-term investment plans. Rajasthan has taken this step, which we hope will inspire many other progressive states to evaluate and build this into their future planning process.”
The state of Rajasthan has already seen a 55% increase in IMFL sales since FY 2021, thanks to a retail overhaul that includes premium outlets at airports and shopping malls. States like Madhya Pradesh and Rajasthan are also experiencing significant volume growth—27% and 55% respectively—by embracing composite retail formats that ensure equitable access across urban and rural areas while reducing the prevalence of illicit trade and counterfeit products. Madhya Pradesh’s 2025–26 policy has also introduced features like stock carry-forward and single-bottle billing for premium brands, enhancing traceability and efficiency.
Premium-only and Smart Liquor Stores in other States
Similarly, Uttarakhand is launching Smart Liquor Stores in malls and department outlets, while Haryana, Telangana, Karnataka, and Odisha are promoting premium-only retail formats to meet rising urban demand.
Industry seeks Deregulation
Meanwhile, one of the biggest challenges the industry faces is pricing control. In this context, Sanjit Padhi emphasised the need for deregulation in the IMFL sector. “Market forces should determine pricing, and no company will risk its business by arbitrarily pricing itself out of the market,” he said. ISWAI strongly recommends the removal of pricing controls to liberate and unshackle the industry, encouraging greater investment and more robust contributions to state revenues.
In addition, leading states like Madhya Pradesh, West Bengal and UP have digitized their processes and significantly improved the ease of doing business. This is another area where other states can consider increasing efficiencies, which could lead to better resource utilisation.
As more states look to emulate these successful models, India’s alcobev landscape will continue to evolve into a refined, progressive ecosystem that balances public welfare, economic growth, and consumer preferences, marking a significant milestone for the industry.
ISWAI members largest revenue contributors
Members of ISWAI include global leaders Bacardi, Brown Forman, Campari Group, Diageo-United Spirits, John Distilleries, Moet Hennessy, Pernod Ricard, Suntory Global and William Grant & Sons and have almost 98% of the business produced in India through Indian Made Foreign Liquor (IMFL), Bottled-in-India (BII) products and Indian Single Malts, thereby making the sector strong proponents of the ‘Make in India’ ideology, generating employment and business opportunities, both directly and in ancillary services & industries, across states. ISWAI members are the largest revenue contributors, with over 45% share in volume and more than 55% share in value. With over 95 manufacturing plants in the country, ISWAI members have large investments in India.
Jim Murray stands as a prominent figure and key player in the global whiskey scene, having held the title of the world’s first full-time whisky writer for over three decades. The 2024 release of his widely successful “The Whiskey Bible” marks the 20th anniversary of the publication. Maintaining a staunch commitment to independence, Jim fearlessly critiques those deserving of scrutiny and advocates for whiskies that were once overlooked or unfamiliar.
In the present day, the likes of Ardbeg, Pure Irish Pot Still, and Canadian and Japanese whiskies such as Yoichi and Yamazaki have gained widespread popularity, thanks in no small part to Jim’s daring efforts to bring them into the public eye. Despite facing criticism and occasional attempts at character assassination, Jim’s bold choices have significantly shaped the current whisky segment.
In a conversation with Ambrosia, Jim shared insights into his passion for the spirit, details about his personal life, encounters with setbacks and comebacks, and perspectives on emerging whisky trends and Indian distilleries.
What led to your transition from journalism to becoming the world’s first full-time whisky writer, and are there any interesting stories or experiences from your journey you’d like to share?
I began my career in journalism covering sports and general news, gradually diving into more intense subjects like murders and special investigations while working for national newspapers. Amidst these experiences, my first encounter with a distillery occurred in 1975 during a hitchhiking expedition across Scotland. Boarding a boat bound for Skye, I visited the Talisker distillery, and it literally changed my life.
The vibrant sensory details of the distillery – the colours, smells, sounds, and the meticulous process – left a lasting impression on me. As a journalist, I used to get to travel a lot. Tasting whisky straight from the barrel with its 60% alcohol content was a revelation, and it sparked a personal interest. From the age of 17, during my spare time, I started making personal notes on whiskies, differentiating their unique qualities. By 1989, I began writing and selling articles about whisky globally, all while maintaining my role as an investigative journalist.
In media publications, I noticed a gap in whisky coverage. Wine writers were handling whisky topics with incorrect terminology and descriptions. Convinced I knew more about whisky, I considered transitioning into whisky writing. This decision faced resistance, especially as it meant giving up a stable income. Despite the initial resistance from my wife, in 1992, I took the leap, becoming the world’s first full-time whisky writer.
Back then, there were no whisky festivals or visitor centers, maintaining a sense of mystique around the industry. Breaking into the scene was tough. For years, I earned little, even became a single parent. Despite financial challenges, I persevered, creating fresh content for the emerging market. The books I wrote brought in money, but research costs were high due to the lack of prior literature on the subject. Believing in the cause, I endured the financial strain, comparing it to the pain barrier in athletics. It’s been a journey with continuous challenges, drawing parallels to my days as a long-distance runner facing a tough race.
A pivotal moment occurred during a meeting with Jim Milne, a J&B revered blender, who has been blending since the 1950s. In a seminar he conducted, whiskies labelled X, Y, and Z were presented without disclosing the distillery names. Upon nosing one of the whiskies, I asserted, “This doesn’t belong in your blend; it’s Fettercairn.” To this, he acknowledged, “Indeed, that is Fettercairn, and it’s included here only because of an oversight.” By identifying a misplaced sample, I earned the blender’s respect and was urged by him to share my opinions on whisky. This encounter led to a realisation – my extensive self-guided apprenticeship in studying whiskies positioned me uniquely.
Unexpectedly discovering my heightened olfactory senses (got to know I had a unique skill set, ranking in the top 2% for sensitive noses), this breakthrough moment changed my perception, realising I could sense and appreciate whiskies in a distinctive way. I ventured into consulting as a blender, complementing my role as a writer. This unforeseen skill set, acknowledged by one of Scotland’s most respected blenders, allowed me to contribute to the whisky industry in ways I had never imagined.
What is your typical approach to whisky tasting? Are there specific methods or techniques you adhere to during the process?
My approach to whisky is akin to that of a blender. I first identify any flaws in the whisky before acknowledging its merits. This involves deducting points for aspects like added caramel, an imbalance of oak flavours that overpower the malt, and any weaknesses that detract from the overall quality of the whisky. I can discern whether a whisky has been meticulously crafted or hastily put together.
When it comes to public awareness, blind tastings are crucial to eliminate biases. People often have preconceived ideas about certain whiskies, which can influence their perception. Therefore, I conduct blind tastings to remove any biases and judge the whisky solely on its merits. When compiling my Whiskey Bible, I don’t taste blind as I need to consider the distillery’s style and whether the blender has captured its essence. I assess the whisky’s complexity and intended profile before making judgments.
My tasting method, dubbed the “Murray Method”, involves avoiding strong perfumes, water intake, and spicy foods to keep my senses sharp. Strong perfumes can interfere with the senses, affecting the ability to discern aromas accurately. Additionally, I avoid consuming spicy foods while working, ensuring my taste buds remain undisturbed and receptive. However, recognising the cultural practices, I understand that asking Indians not to eat spices isn’t practical, given their culinary preferences. In 1997, I authored “Jim Murray’s Complete Book of Whiskey: The Definitive Guide to the Whiskeys of the World”, which gained significant popularity, selling over a quarter million copies. While discrepancies in numbers and subsequent editions may have altered the count, the book’s success is evident.
I’ve come across articles critiquing the book “Whiskey Bible”, accusing it of being sexist. However, generally, I’ve noticed that descriptions of food in a sensual manner are common in many publications. How do you respond to this perspective?
You need to grasp the immense impact of this book. It sparked the rise of Indian whisky and catapulted Japanese whisky to new heights. I awarded World Whisky of the Year to a Japanese whisky, leading to a whopping 3 billion dollars in revenue for them. Despite this success, I personally didn’t gain financially because I don’t accept kickbacks. I maintain complete independence. However, there’s a phenomenon known as industrial espionage, where some individuals might see the power of this book as a threat.
This book is pivotal because, like food and drink share common ground: sight, smell, taste, and touch. These senses, when combined, create a sensual experience. If people in the industry argue that whisky isn’t sexy, they probably shouldn’t be part of it. As a writer, honesty is of utmost importance. The motto of the Whiskey Bible is “the truth, always above all”. Criticism requires integrity and candour.
Some distilleries hold a grudge against me because I refuse to engage in their marketing tactics or succumb to their influence. Despite my disdain for those attempting to control me, I remain impartial in assessing the quality of their whisky. I won’t conform to the prevailing trends, particularly the notion of labelling everything as an anti-feminist crime. Personally, my marriage met its demise when I embraced the role of a whisky writer, a sacrifice I made for my career. The constant globetrotting has hindered the possibility of forming lasting relationships. I’ve never remarried, but it’s not due to a lack of romantic inclinations. Unfortunately, my genuine love for others has been weaponised by jealous individuals aiming to undermine the influence of the Whiskey Bible. Frankly, I feel sorry for these people, in their pursuit to tarnish my reputation, reveal a certain poverty in their character.
During a recent visit to Kentucky, a woman expressed admiration for my writings on whisky, considering it one of the most beautiful things ever shared with her. The hypersensitive woke culture on certain social media platforms seizes any opportunity to unleash their destructive tendencies, fuelled by baseless hatred. Many of these individuals are familiar with my identity and knowledge of whisky, yet they target me simply because I’m a convenient male figure to attack. This trend reflects the fragility of Western society.
Watching a stunning sunset often sparks a longing for someone to share the experience. Similarly, I take pleasure in sharing my love and passion for whisky with the world. I want to introduce people to the finer things in life.
Jim Murray at the launch of Amrut Bagheera and Portonova
When comparing Indian whisky to traditional whisky-producing nations, do you observe any notable differences?
The primary distinction lies in the heat when comparing it to traditional whisky-making countries. The maturation process in cooler climates allows for an important element: time. This time factor plays a vital role as tannins and other components from the environment have the opportunity to integrate and blend seamlessly. In contrast, hotter countries face a more accelerated maturation process, making it challenging to achieve the desired balance. Balancing whisky in warmer climates requires more effort and skill. While some argue that water quality influences whisky, the key is ensuring water is free from contaminants like pesticides and iron deposits, which can discolour the whisky. Interestingly, despite the romanticised notions surrounding water sources, many Scotch whiskies use tap water.
Unlike the present era filled with marketing gimmicks, the industry in the late ’80s and ’70s was less saturated with such tactics. Kentuckians, for instance, boast about having the best whiskey due to their water source originating underground, having been there for centuries, dissolving limestone and aiding fermentation. This stands in contrast to other Scottish distilleries, although not Glenmorangie and Highland Park, two renowned Scottish distilleries, which also derive their water from limestone, similar to the Kentuckians. I advocate for focussing on the contents of the glass rather than getting swayed by marketing claims on labels.
What trends do you perceive in the whisky industry, in your view?
Looking back at the whisky industry’s history, it’s been characterised by cycles of growth and decline. In the 1980s, whisky consumption dwindled as it was perceived as a drink of the older generation, with younger drinkers favouring lighter spirits. A common joke was that one could spot a whisky drinker by looking at the obituary column, as they were diminishing in number. This decline in blended whisky consumption led to an excess of single malt whisky sitting idle in distillery warehouses. It was during this time that efforts to promote single malt whisky, spearheaded by individuals like Michael Jackson, began to gain traction, revitalising interest in the category.
Similar to the boom in distillery construction in the 1890s, the recent surge in new distillery openings has created a crowded market. However, the current global situation introduces uncertainty, making it challenging for new distilleries to establish themselves and sell their products. Despite these challenges, smaller distilleries are poised to thrive, although they will face significant pressure. Nevertheless, it’s crucial for them to remain authentic and transparent in their approach to whisky production.
A concerning trend observed among some Irish distilleries is the practice of finishing whisky in various casks, obscuring the true character of the spirit. This approach detracts from the whisky’s identity, akin to wearing excessive layers of clothing that mask one’s true self. Moving forward, distilleries should prioritise honesty and authenticity to attract discerning consumers. The road ahead may be arduous, but it presents an opportunity for distilleries to redefine themselves and engage with consumers on a more genuine level.
Jim Murray at the launch of Amrut Bagheera and Portonova
How can Indian distilleries enhance their quality and global standing?
When considering the steps Indian distilleries can take, it’s important to acknowledge the unique dynamics in the Indian market. Unlike Scotland, India has a massive population of over a billion people, with a growing middle class. Over the past 30 years, I’ve witnessed significant changes in India, particularly in terms of economic growth and an expanding consumer base. The challenges faced by Scotch whisky in India may not be as pronounced, given the increasing number of people who can afford high-quality whisky. Notable distilleries, like Amrut and Paul John, have set a commendable standard, maintaining their commitment to excellence. In my early involvement with Paul John, I assisted in training their blender and witnessed their staunch dedication to quality. Several other Indian companies are also making strides in improving their whisky, demonstrating a continuous pursuit of excellence. While there is always room for improvement, the progress made in all these years is remarkable.
Comparing the whisky from three decades ago to the present would reveal a staggering leap in quality. This positive trajectory showcases the dedication and attention to detail exhibited by Indian distilleries. The success of Indian whisky on the global stage can be attributed to the determination of distilleries to make a lasting impression. Unlike some companies that may compromise on quality when relying solely on their brand name, Indian distilleries have prioritised maintaining high standards. The meticulous attention to detail is a driving force behind the success of Indian whisky. Even distilleries that were once considered mediocre have elevated their standards, while new entrants to the market are setting the bar even higher.
Indian single malts have come of age, truly. And they have been savoured in India and elsewhere too. The good news is that in 2023, Indian single malts outperformed global brands, with promise of doing better. According to early estimates by the Confederation of Indian Alcoholic Beverage Companies (CIABC) Indian single malts accounted for approximately 53% of total sales in 2023, a very impressive performance considering that Indian single malts are a decade old phenomenon.
As per CIABC estimates out of the total sales of around 675,000 cases of single malts in 2023, Indian-origin makers sold around 345,000 cases and the rest was sold by Scottish and other international brands. Indian brands such as Amrut Fusion; Amrut Kurinji; Rampur Indian Single Malt; Paul John Mithuna; Indri; Kamet; and GianChand have all given the global players a tough competition. The Indian brands have been competing with well established brands such as Glenlivet, Macallan, Lagavulin and Talisker.
Domestic brands grow 23%
In 2022, Scotch brands sold 2,96,000 cases with a 35 % increase in sales, while Indian brands sold about 2,81,000 cases with a 2.4 % increase. With growing popularity, the overtaking by Indian single malts was given. In 2023, the domestic brands have registered a growth of about 23 per cent, compared to 11 % by imported brands.
Indian whiskies have been making global waves too since 2010 when Amrut Fusion got global recognition with Jim Murray’s Whisky Bible ranking it third, after blind tasting of over 4,000 whiskies. In the 2022 International Wine and Spirits Competition, of the 11 awards that came India’s way, four were for single malts.
In sync with premiumisation
The Director General of CIABC, Mr. Vinod Giri said that this has been made possible due to the premiumisation drive that is happening across all segments of the alcohol sector. Indian single malts have upped the game, in terms of quality, presentation and reach, hence the stunning turnaround was expected. Indian distilleries have worked hard to come to this level, matching international brands. CIABC, he mentioned, is working with the Indian players and government agencies to evolve product and process standards that ensure product quality uniformly and consistently.
What is heartwarming is that the Indian consumer, many of whom have travelled globally, knows that Indian brands are making it to the global stage. This endorsement of the ‘Make in India’ products has largely helped sales.
Price-sensitive consumer gravitating towards Indian brands
Hemanth Adapa, founder of Single Malt Amateur Club (SMAC) said “Indian whiskies are riding the third wave of global recognition and success. It is no simple feat that high quality single malt whiskies are being made from scratch in India and repeatedly being featured in the top whiskies of the world. While the awards and ‘expert views are giving the whiskies a thumbs up what is most encouraging is the consumer gravitating towards these. It is an extremely difficult task to convince the price sensitive Indian consumer to reach for an Indian made brand as against a Scotch which has been the mainstay for premium whiskies in India. This has taken a lot of effort by the manufacturers of repute to encourage this transition. While there are other factors to be considered such as the supply chain issues and global shortage of aged Scotch whisky causing many brands to follow an ‘allocation’ strategy towards India, this is no small feat and perhaps the greatest recognition to the quality of these fabulous whiskies.”
Asked whether the short supply of aged Scotch whisky and supply chain issues had led to increased sales of Indian single malts, answered in the negative, adding “This has not been a flash in the pan for it to be short lived. There are many risks around the governance and quality control of the newly formed category of Indian single malts which is very similar to the challenges in the Japanese whiskies but surely not a doubt around the whiskies being recognised today.”
Amrut started it all
The fact that brands such as Amrut and others have been performing consistently is testimony to the popularity of Indian single malts, not just in India, elsewhere too. One cannot forget what Jim Murray the legendary whisky critic of the world had said in 2010 that “Amrut Fusion, whisky from India, can only be a dream of many Scottish distilleries.” Prior to that, Indian whisky was not even considered as a whisky as it was only producing molasses-based whisky. ‘Amrut Fusion’ changed that as it is made of 80 per cent Indian malted barley and 20 % Scottish peated barley.
In 2022, Amrut which soared by 183 % dethroned Pernod’s Glenlivet which grew by 39 %, according to Euromonitor data. In 2022, two Amrut offerings topped the list, much more sales than Glenlivet, followed by Paul John. Amrut Fusion sold 99,000 cases and Amrut Amalgam 94,000, Solan Gold 20,00 and Rampur 10,000 cases.
Global players go local
Such impressive sales have led to global players in India to start Indian brands such Godawan from the stables of Diageo in 2022. Godawan the artisanal single malt whisky is finished in special casks selectively curated with Indian botanicals. In 2023 Pernod launched Longitude 77, its first Indian single malt with plans to export to the UAE and later to other markets. Further endorsement has come India’s way from the Scotch Whisky Association (SWA) which said that India has overtaken France to become the largest market for whisky sales by volume and single malts are also contributing significantly.
Awards galore
From 2010 onwards, Indian single malts have been cornering global awards at regular intervals. The latest is Radico Khaitan’s Rampur Asava Indian Single Malt Whisky which bagged the ‘Best World Whisky’ at the prestigious John Barleycorn Awards. Rampur’s innovative approach to the ageing process distinguishes it from other world whiskies. The Himalayas provide polar opposite climate conditions throughout the year with the flavour of the famous Indian Summer giving Rampur an added dimension and depth. The malt interacts extensively with the cask, resulting in maturation almost four times faster than in Scotland.
Sanjeev Banga, President of International Business at Radico Khaitan Ltd, and the creator of the iconic Rampur range of whiskies says, “Our position as possibly the only Indian company in the industry with products such as Rampur Indian Single Malt Whisky, Jaisalmer Indian Craft Gin and Sangam World Malt Whisky in the super-luxury space, alongside international alcohol companies is testament to their quality. The global availability of our products, coupled with the admiration and recommendations from top experts including this latest achievement in the John Barleycorn Awards, stands as proof of our unwavering commitment to product quality and consumer satisfaction.” Banga further added that Rampur Asava will soon be available for Whisky aficionados in the Indian domestic market.
In emphasising the global significance of Indian whisky, Kunal Madan, Vice President of International Business at Radico Khaitan added, “India commands a staggering 48 % share of the global whisky market. While the majority stays within our borders, the efforts of producers like us have successfully introduced our exceptional Indian whiskies to markets such as the US and UK. In a landscape dominated by only a handful of Indian whiskies, Rampur has earned its place as one of the most highly regarded brands. This recognition reinforces the impact of our journey, guided by quality and innovation, beyond national borders.”
Another Indian single malt to walk away with another prestigious award is the Indri Diwali Collector’s Edition which won the ‘Double Gold Best in Show’ at the 2023 Whiskies of the World Awards, beating over 100 other varieties including scotch, bourbon and British single malts. Indri, the peated Indian single malt whisky is a product of the Haryana-based Piccadilly Distilleries, launched in 2021.
“The industry can offer much more and consumers want much more as well. This growing appetite for experimentation could translate into a brighter future for the Indian spirits market, beyond the projected flatline of 2024,” Vinod Giri added.