Tag Archives: beverage industry

Ankur Jain Clarifies on Bira91 Crisis; Mixed Reactions

The Founder and CEO of Bira91, Ankur Jain in a LinkedIn post has briefly addressed his ‘team’ on the ongoing crisis and there has been mixed reaction to the post, some baying for his blood, while others hoping that the brand will bounce back.

Jain’s post read “Most of you may have read media articles about the company in the past couple of days and I would like to address these articles and share light on the direction in which we are headed.

“First, my singular focus is on completing the fundraise and protecting the interests of Bira 91 and its employees. My commitment to Bira 91 and to each of you is foremost: I am in discussions with investors to secure the capital required to protect your interests and stabilize the business. A lot of you may have read recent media coverage on the progress we have made on capital raise in the recent days – and while there are still many bridges to cross, we are confident that we will be able to bring these efforts to a positive conclusion, subject to co-operation of our investors. All stakeholders have been supportive of positive outcomes for the company in the past, and we are sure that they will continue to stand by the company and support our efforts.

“Second, it is my commitment that employees are being and will be prioritized in entirety in the fundraise efforts. I am keenly aware of the disappointment and distress, however, trust me – no employee’s interest will be sacrificed as we succeed in our efforts. In the last ten plus years, my attempt has been to ensure that payroll goes out on time, even at the cost of other critical investments. Our track record from 2015 to early 2025 has demonstrated this value and prioritization, and I am confident continuing the same culture with the new fundraise. We have seen negative press on the company recently – which is inaccurate in several facts, unsubstantiated and driven by convoluted and cynical objectives. Despite this speedbump, I am optimistic that we will bring back Bira 91 on the growth highway.

“Third, I along with the management team are standing firm and are doubling-down on our efforts to restore the company to the heights we achieved together – including to raise capital and accelerate business operations. We are here to stay, and I firmly believe, no one cares about this team, brand and organization more than this leadership team. We are certainly the most committed team that wants to bring this company back to its much deserved health, and in short order, we will get there.”

A strong reaction came from Arun Purohit, a minority stakeholder in Bira, who said that Jain’s post was generic and did not address specific issues damaging the reputation of the company.

Purohit questioned “Why was the renaming planned and executed in such horrible/haphazard way that BIRA disappeared from all stores for months? Why proper compliance officers who handle excise and interstate logistics were not consulted?”

He also pointed to news items wherein some key employees had sought the removal of Jain from the post of CEO and wanted to know what brought things to this abysmal level. “The tone of your post communicates -BIRA is struggling for its fund raise. It doesn’t have clear support of existing investors today. I didn’t subscribe to the Rights issue. Thumb rule of investing: You are not ready for funds when seeking the investors out but when they are seeking you.”

Purohit concluded that Bira needed good management guidance and a person who can speak truth to the CEO. “Sycophants around will only drive you down the doom loop.”

A similar reaction came from Kedar.D who said “Bira91 asked employees to resign the same day, no warning, no option. HR was furious if someone delayed resignation by even a day — but now it’s been months and not a single full & final or Provident Fund has been cleared.

“You promised to pay dues and protect employees — but those same people are struggling with home loans, kids’ fees, and family needs.

“You don’t even reply to mails. Instead, you come here on LinkedIn to sound  sympathetic.
Should I post screenshots of the conversations and promises made?” Kedar also questioned
Kirin Holdings Co., Ltd and Peak XV Partners asking them whether this is “your definition of leadership and accountability?”

Kirin, a global brewing major that owns around 20.1% of Bira 91, has been a key strategic investor since 2021. The Japanese company, known for its Kirin Ichiban beer, entered India through Bira to capture a share of the country’s rapidly growing premium beer segment. Peak XV (Sequoia Capital) was the largest shareholder in Bira with 24.83% holding.

There are vendors who have posted that their bills have not been cleared, one mentioned a bill of Rs. 17 lakhs pending.

Akshay Tiwari in his reaction to the post said he knew an employee whose daughter had been sent back home from school for not paying fees and a person who had defaulted on home loan. “You have literally destroyed people’s lives.”

But there are many who are backing Ankur Jain and the brand Bira to bounce back from these troubling times. The Senior Vice President, Chief of Integrated Supply Chain and People at Bira91, Sudhir Jain said “I am confident that Bira 91 will bounce back.”

Sources have told Ambrosia that there are a number of employees who haven’t got their salary arrears and also vendors who haven’t got their due payments running into lakhs, waiting to see how this plays out and then file criminal cases against the CEO. Sources reminded that this was playing out like Kingfisher where the employees who were left in the lurch filed court cases.

How Ankur Jain is going to navigate through these difficult times, remains to be seen. However, one aspect is crystal clear – those in the alcobev industry have to be up to date with the quagmire of excise rules of the various states, if they need to survive.

Bira91’s Crisis Intensifies

  • The genesis of the crisis was changing name from a ‘Private Limited’ to a ‘Limited’
  • Every state excise department operates as a separate ecosystem, compliance accordingly matters
  • B9 Beverages Limited reported accumulated losses of Rs. 1,904 crore for FY2024

Once the toast of India’s new-age alcoholic beverages market, Bira91, the youth-focused beer brand that helped popularise craft brewing across urban India, is now in deep trouble, hit by a combination of regulatory missteps, cash flow pressure, employee unrest and investor anxiety.

The company, B9 Beverages Limited, which built its image around fun branding and innovative brews, is battling a perfect storm that has left operations disrupted, morale shaken, and market share eroding across key states. The auditor of B9 Beverages has reported that the company’s net worth has fully eroded. In its report for the fiscal year 2024, the auditor noted that the group is exposed to market risk, credit risk and liquidity risk, impacting the fair value of its financial instruments.

What first began as a routine legal formality converting from a “Private Limited” to a “Limited” company ahead of a proposed IPO, quickly snowballed into a full-blown crisis. Under India’s highly fragmented and state-driven excise regime, even a small change in company name triggers a cascade of fresh licensing, label registration and regulatory approvals. Bira91 was caught in the regulatory mess.

The state excise departments treated the name change as a new entity altogether, effectively blocking the sale of its products until new clearances were obtained. Overnight, inventory worth an estimated Rs. 80 crore was rendered unsellable because packaging and labels carried the old entity name. Warehouses piled up with stock that couldn’t be invoiced, distributors were left stranded, and sales teams were left explaining to retailers why one of India’s most visible beer brands had suddenly vanished from shelves.

Regulatory Bottlenecks Lead to Financial Distress

As regulatory bottlenecks dragged on for months, the financial impact deepened. For FY24, it reported accumulated losses of Rs. 1,904 crore, negative cash flow of Rs. 84 crore, and liabilities exceeding assets by Rs. 619.6 crore as of March 31, 2024. The company is yet to file its financials for fiscal 2025.

Volumes have dropped from roughly nine million cases to about six million. For a company that once prided itself on doubling output every year, the reversal is steep and painful.

Liquidity quickly became the next casualty. Employees across multiple offices began complaining of delayed salaries and reimbursements, vendors said payments were months overdue, and even statutory dues like provident fund contributions and TDS remittances reportedly lapsed. In an effort to bridge working capital gaps, the company turned to fintech platforms such as KredX to raise short-term funds by discounting trade receivables, but even those arrangements began showing strain, with some investors reporting delayed interest payouts.

Ankur Jain, Founder-CEO, BIra91

Internally, the crisis has sparked serious governance turmoil. In September this year, over 250 employees signed a petition demanding the removal of Founder-CEO Ankur Jain, alleging lack of transparency, poor communication and non-payment of dues. The employee strength of the company has come down drastically from over 700 to barely 260. “There’s no clarity from the top, and even HR doesn’t have answers,” one former mid-level executive lamented.

For investors, the crisis has not been any different. Bira91 had attracted marquee backers including Japan’s Kirin Holdings, Peak XV Partners (formerly Sequoia India), and Sofina. The brand was widely viewed as a rare Indian startup that had cracked the consumer lifestyle code, blending bold design with mass appeal. The proposed 2026 IPO was to be its coming-of-age moment, a chance to exit early investors and showcase scale profitability. Instead, the company finds itself firefighting on multiple fronts, scrambling to raise fresh funds to simply stay afloat. Reports suggest negotiations are underway for a Rs. 500-crore structured debt infusion from BlackRock through the promoter group, but those close to the talks say due diligence has been protracted given the scale of losses and ongoing regulatory uncertainties.

Damage Control Mode On

According to some reports, the company has been in damage control mode, restarting sales in some states, cutting fixed costs, and resetting its compliance roadmap. Delhi and Uttar Pradesh markets are reportedly back online, though Haryana and a few others remain mired in paperwork. The company brought in Vikram Qanungo as Chief Financial Officer, replacing Meghna Agrawal. It is working on streamlining operations and putting in place new governance protocols.  Insiders say the focus now should be on cost rationalisation and restoring confidence among distributors and employees.

Industry observers see the episode as a cautionary tale for India’s alcobev sector, where every regulatory nuance matters. A name change that would be routine in most industries became a nightmare because excise laws treat such events as new entities altogether. In the alcobev sector if one is operating in 10 or 12 states, that means one has to reset one’s business that many times. The case underscores the fragility of scaling in a market where compliance, not consumer demand, often determines survival.

For years, Bira91 symbolised the aspiration of India’s urban millennials, fun, contemporary, and proudly local. Its colourful monkey logo became an icon of the “new India” bar culture. The brand’s rapid rise between 2015 and 2020 was driven by aggressive marketing, smart positioning and flavour experimentation, from white ale to IPA, making beer cool again for a generation raised on mass lagers. But the same velocity that powered its rise also resulted in its fall. The push for rapid expansion ahead of an IPO, without sufficient compliance buffers or cash discipline, left the company over-leveraged and exposed.

The immediate challenge now is survival, ensuring that distributors return, vendors get paid, and employees regain trust. But the question is, can it rebuild credibility with investors and regulators alike? Analysts say the fundamentals of the Indian premium beer segment remain strong, with per-capita consumption still among the lowest in Asia and rising disposable incomes driving steady growth. Bira91 could yet stage a comeback if it can stabilise operations and re-establish regulatory compliance. That is a big ask, as of now.

Rebuild Compliance Network

The company has to focus on a few key points—rebuild compliance network by mapping every state’s regulatory nuance before corporate actions; exercise tighter cash flow management with full transparency on employee and statutory dues; prioritise core markets where licences are active and distributors loyal; and restore governance credibility.  Bira still has brand equity, though dented, as of now.

The broader takeaway for the industry is clear: the alcobev business in India is not just about branding and flavour, it’s about regulatory foresight and disciplined execution. Even large, well-funded players can falter if they underestimate how state excise frameworks respond to structural changes. With every state operating as a separate ecosystem, a single oversight can cascade into months of paralysis. For startups and established companies alike, the lesson is that growth must be matched by governance.

As things stand, Bira91’s journey reads like a case study in how quickly success can unravel in a sector where compliance is king. The brand that once defined India’s craft beer movement now faces the challenge of its life, navigating the quagmire of regulation, rebuilding financial credibility, and re-earning the trust of the very people who made it a good brand. The next couple of months is going to be critical for the brand. Will it emerge from the crisis, it remains to be seen.

Carlsberg India Signs MoU with Ministry of Food Processing Industries, Commits ₹1,250 Crore Investment

Carlsberg India, the wholly owned subsidiary of Carlsberg Group, announced the signing of a Memorandum of Understanding (MoU) with the Ministry of Food Processing Industries (MoFPI), Government of India, at World Food India 2025. The agreement reaffirms Carlsberg’s long-term commitment to India through proposed investments of ₹1,250 crore across key states.

The investments will strengthen Carlsberg India’s brewing and packaging footprint with investments of ₹500 crore towards a new greenfield facility in Ahilyanagar, Maharashtra, ₹400 crore for brownfield expansion in Hoogly, West Bengal, ₹350 crore for brownfield expansion in Mysuru, Karnataka (previously announced).

Over the next three years, Carlsberg India expects incremental procurement of nearly ₹600 crore in raw and packaging materials, directly benefitting industries such as malt production, glass, cans, cardboard, and logistics.

Speaking on the occasion, Nilesh Patel, Managing Director, Carlsberg India, said, “India is a priority growth market for Carlsberg Group. Our investments in Maharashtra, West Bengal, and Karnataka underline our long-term commitment to India’s future. These projects will expand our operational capacity, create meaningful employment, and generate excise revenues for the states.”

Carlsberg India is also embedding sustainability at the core of these investments, with a focus on renewable energy, water efficiency, and sustainable packaging solutions. These initiatives are aligned with India’s climate and development goals, as well as the Carlsberg Group’s global sustainability programme, Together Towards ZERO and Beyond.

Allied Blenders & Distillers Expands Manufacturing with PET Unit, Bets Big on Single Malt

Allied Blenders & Distillers Ltd (ABD) has commissioned a polyethylene terephthalate (PET) bottle manufacturing facility at its integrated complex in Rangapur in Telangana. With an annual capacity of over 600 million bottles, the new plant is equipped with robotics, automation, recycling, and energy-saving technologies—part of the company’s backward integration strategy to boost self-reliance and cut costs.

The inauguration was led by founder Kishore Rajaram Chhabria, alongside managing director Alok Gupta and executive director Arun Barik. “This facility will significantly strengthen our supply chain while improving profitability through savings in logistics and packaging costs,” said Gupta.

The Rangapur complex is among ABD’s flagship assets, housing a 65-million-litre extra neutral alcohol (ENA) distillery, an Indian Made Foreign Liquor (IMFL) bottling unit, and now, the PET facility. Regulatory approval was recently granted to increase grain spirit production to 615 lakh bulk litres per year.

In addition, the site is witnessing fresh investment with the setup of a single malt whisky plant at an outlay of ₹75 crore. The facility, expected to commence production by the end of this fiscal year, will mark ABD’s entry into the premium single malt segment. Once distilled, the whisky will mature for at least three years before hitting the market—meaning ABD’s first single malt is expected post-2029.

Betting on Premiumisation and Global Demand

Alok Gupta highlighted that single malt whisky is one of the fastest-growing categories globally, and Indian brands are gaining traction with international accolades. “This will be a fascinating opportunity for ABD as Indian single malts have captured the imagination of global consumers.”

The company already exports to 27 countries and plans to expand its footprint to 35 markets. Exports currently contribute 8% of ABD’s topline.

ABD has also recently introduced five luxury brands since January 2024, diversifying beyond its mass-market Officer’s Choice whisky and Zoya premium gin. Historically known for its sub-₹1,000 price segment, ABD is now positioning itself to compete head-on with international premium players.

Capex-Driven Growth Story

ABD is in the midst of a ₹527 crore capital expenditure programme aimed at operational efficiency, premiumisation, and capacity expansion. About 25% of this investment was completed in FY24, with 60% earmarked for FY25 and the remainder in FY26. The spend will also support the company’s plan to expand total distillation capacity from 71 million litres per annum (mlpa) to 121 mlpa by FY27.

According to Gupta, these investments are expected to lift EBITDA margins from 7.5% to 17% and improve return on capital from 18% to above 20% by FY28. ABD has guided for 14–15% annualised growth in net sales over the next three fiscals, projecting its topline to double in just over five years.

Beyond expansion, ABD continues to embed sustainability in operations. The Rangapur site incorporates water recycling, biomass fuel handling, and energy-efficient automation across production. These measures not only reduce environmental impact, but also improve cost structures, complementing the company’s growth-driven investments.

Listed on Indian stock exchanges in July 2024, ABD reported revenues of ₹3,541 crore in FY25. With backward integration through packaging, aggressive capex in distillation, and a strategic push into single malt, the company is betting on premiumisation and global growth to shape its next decade.

“Consumers are upgrading, regulations are becoming more supportive, and Indian spirits are getting their due recognition globally,” Gupta said. “We see this as the perfect time for ABD to expand beyond our traditional base and build a strong premium portfolio for India and the world.”

Alcobrew Distilleries Files DRHP with Sebi for ₹600-Crore IPO

  • Founder to offload 18 million shares in OFS
  • Fresh issue proceeds earmarked for expansion and repayment/prepayment of borrowings

With its registered office at New Delhi- Alcobrew Distilleries India Ltd, the maker of whisky brands such as White & Blue and Golfer’s Shot, has filed its draft red herring prospectus (DRHP) with the Securities and Exchange Board of India (Sebi) for a proposed initial public offering (IPO).
The IPO consists of a fresh issue of equity shares aggregating ₹258.26 crore and an offer for sale (OFS) of up to 18 million shares by promoter Romesh Pandita, the founder and chairman of the company. The equity shares carry a face value of ₹10 each. Other promoters include Veena Pandita and the Romesh Pandita Family Trust.
According to the DRHP, Alcobrew plans to utilise the net proceeds from the fresh issue for business expansion, Repayment/prepayment of borrowings, and general corporate purposes. As per regulatory guidelines, 50% of the issue will be reserved for qualified institutional buyers (QIBs), 15% for non-institutional investors (NIIs), and 35% for retail investors.
Founded in 2002, Alcobrew Distilleries was converted into a public limited company in 2022. The Company manufactures, markets, and sells a wide range of alcoholic beverages, including whisky, vodka, and rum. Its brand portfolio spans premium and mass-market offerings such as Golden circle, Golfer’s Shot (premium whisky), White & Blue (blended whisky), White Hills (regular whisky), and One More (vodka).
The company operates manufacturing units in Solan (Himachal Pradesh) and Dera Bassi (Punjab) with integrated distillation and bottling facilities. It has also built a robust distribution network supported by contract manufacturing arrangements, giving it a strong pan-India presence.
In addition to domestic operations, Alcobrew has been expanding its global footprint. The company currently exports to countries across Africa, Asia, and the Middle East,. It continues to scout new overseas markets to strengthen its position among India’s emerging liquor exporters.
On the financial front, Alcobrew reported consolidated revenue of ₹1,615.01 crore in FY25, compared to ₹1,640.11 crore in FY24 and ₹1,216.87 crore in FY23. Its profit after tax (PAT) rose to ₹69.45 crore in FY25, up from ₹62.55 crore in FY24 and ₹52.30 crore in FY23.
India’s alcoholic beverages market has been witnessing strong growth, fuelled by rising disposable incomes, premiumisation, and evolving consumer tastes. Industry experts believe Alcobrew’s diverse brand portfolio, integrated operations, and growing international presence position it well to tap this demand.
Motilal Oswal Investment Advisors is the book-running lead manager to the issue, while KFin Technologies will act as the registrar.

Scotch Whisky industry seeks Budget lifeline as over 1,000 jobs shed

With over 1,000 direct Scotch industry jobs lost since last Budget, and polling showing the majority back a reduction in the tax burden on Scotch, sector bosses say to the UK Prime Minister, Keir Starmer: “now is the time” to back Scotch Whisky.

Chancellor Rachel Reeves

The Chancellor has been asked to give a lifeline to distillers in the Autumn Budget as the Scotch Whisky industry revealed there have been massive job losses since a further rise in spirits duty at the last Budget. Over 1,000 direct Scotch industry jobs have been lost since the last Budget, 2.7% of all those directly employed by the sector. And as the industry braces for more bad news in the coming budget, expected in November, as Rachel Reeves seeks to plug a black hole in the nation’s finances.

The double whammy of 14% in duty rises over the last two years alone—alongside tariffs in the United States—have left Scotch distillers saying they will reduce investment and see further job losses if taxes once again rise at the Budget this autumn: Industry sentiment surveys (Feb-June 2025) show three in four Scotch whisky distillers expect to defer or move investment outside the UK due to high duty rates; One in four distillers anticipate job cuts directly linked to 14% duty hike over last two years—many of these jobs will be lost in some of the most fragile economic areas in the country, in rural and island communities; About 76% of distillers warn that further increases in duty would reduce likelihood of capital investment or recruitment; Industry is already suffering from losses of £4m a week due to US tariffs.

Starmer had previously wooed the sector, saying before last year’s general election (in November 2023): “It’s clear Scotland’s whisky industry isn’t getting the stability it needs from the Tories and the SNP. Labour will put growth at the heart of our government and back Scotch producers to the hilt.”

In a Survation Poll commissioned in November 2024, shortly after Chancellor Rachel Reeves further increased duty on Scotch Whisky, 66% said they believed that the tax rise had broken the commitment made by the Prime Minister.

“The high tax burden is something the government can take action on… Now is the time,” said Billy Walker, master distiller at Glenallachie Distillery, Speyside.

Commenting on the pressures facing the sector today, Billy Walker, added, “I’ve been in the industry for more than 50 years and rarely, if ever, has there been a time of such peril to the long story of Scotch—tariffs overseas coupled with increasing tax and regulation in our home market.

“Some of the challenges the industry faces the government can’t address, and we accept that. But the high tax burden is something the government can take action on. It is often quoted back to me what the prime minister said, that he would back us to the hilt. Well, now is the time—and the Autumn Budget is the moment.”

Whisky bosses are set to lay out the stark future the sector faces to Treasury mandarins in the coming weeks in the hope the PM and his Chancellor keep their promise to back the sector. 

Barry O’Sullivan, UK Managing Director, Diageo

Barry O’Sullivan, UK Managing Director of FTSE 100 spirits giant Diageo, said, “We urge the Chancellor to support Scotch, a historic, UK homegrown industry that not only supports thousands of jobs, but flies the flag for the UK on quality and craftsmanship around the world.”

Mark Kent, Scotch Whisky Association Chief Executive

Scotch Whisky Association Chief Executive Mark Kent said, “Distillers are right to raise the alarm. Job losses and cancelled investment is the same story we hear right across the industry as a direct result of the high domestic tax burden. We know that this will need to be a revenue raising budget, and the only way the Chancellor can do that through alcohol duty is to reduce the tax burden on Scotch whisky and other spirits. That is self-evident from the government’s own economic data, showing tax rises over the past two years have lost the Treasury over £600m in revenue.”

The industry’s case to the PM and Chancellor will include highlighting hospitality businesses’ dependence on Scotch and other spirits for their own future. Industry figures show 38% of the profits made by bars and restaurants come from spirits.

Matt Macpherson, owner and operator of The Malt Rooms in Inverness

Matt Macpherson, owner and operator of The Malt Rooms in Inverness said, “Pubs and bars like mine cannot sustain themselves on beer sales alone. While beer plays a role in our overall offer, it is not the core of our business model. However, the current alcohol duty regime appears to disproportionately favour beer, placing venues like ours—where premium spirits, especially Scotch whisky, are central—at a disadvantage?”

And Leon Thompson, Executive Director – Scotland, UK Hospitality added, “Those who visit our hospitality venues want to see a diverse selection of cocktails and serves. Spirits like Scotch whisky are a crucial part of that mix, and for the economic viability of our pubs and bars.

“Our hospitality sector is hurting in the face of rising business and employment costs, and we know action is necessary to stem the significant job losses the sector has already seen. With spirits accounting for 38% of a venues’ alcohol profits, action to freeze excise duty would be a welcome help.

At the same time, the sector will highlight that while spirit duties have risen by 14 per cent in just two years, the Office for Budget Responsibility was forced to admit that excise duty collected was £676m lower than expected.

New research from the Scotch Whisky Association shows that versus an RPI increase, forecasts show a freeze of spirits duty would generate an additional £122mn revenue for the Government in 2026/27, cumulative additional £1.03bn tax raised over four years.

Monarch Legacy Edition Brandy Enters Karnataka

  • Tilaknagar Industries, India’s largest brandy maker, expands its premium offering in Karnataka 
  • 98% of brandy consumption concentrated in South India 

Monarch Legacy Edition, the first luxury brandy from Tilaknagar Industries Ltd., has been launched in Karnataka, one of India’s key brandy markets. First introduced in November 2024, Monarch is already available in Maharashtra, Goa, and Pondicherry, making Karnataka its fourth market.  

In a country where brandy makes up over 22% of total spirits consumption by volume, second only to whisky, 98% of this demand comes from South India, with Karnataka playing a key role. From Bengaluru’s thriving cocktail scene to the long-standing appreciation for the spirit across the state, Karnataka is no stranger to brandy.

Amit Dahanukar, Chairman & Managing Director, Tilaknagar Industries Ltd., commented, “South India has always had a deep connection with brandy, and Karnataka has been a key part of that. Our flagship Mansion House Brandy has been loved here for decades. With Monarch Legacy Edition, we are introducing something new for both loyal and curious consumers—a more refined, expressive take on Indian brandy that reflects evolving tastes, while staying true to TI’s legacy and over 40 years of brandy-making expertise.” 

Earlier this year, Monarch Legacy Edition became the only Indian brandy to win at two of the world’s most prestigious spirits competitions, taking home Gold at the World Drinks Awards 2025 and Bronze at the London Spirits Competition.

Sanaya Dahanukar, Marketing Manager, Tilaknagar Industries Ltd., added, “Karnataka is one of the most exciting markets for spirits right now as there is a huge interest in quality, craft, and new experiences. We have seen a great response to Monarch Legacy Edition in our other markets, and we are excited to see how it’s received here. It’s a great sipping spirit, but what surprises a lot of people is how well it works in cocktails too. We are looking forward to seeing it find its place on menus across the state, for consumers looking for something new in the luxury space.” 

Monarch is the 100% pure grape brandy made from a blend of French grape spirits aged up to eight years and Indian grape spirits from Maharashtra’s Sahyadri region. Distilled in traditional copper pot stills and matured in French oak ex-wine casks, Monarch combines the finesse of Cognac-making with the character of Indian terroir. The same care has gone into how Monarch is presented—from its beautiful decanter-style bottle to the deep navy and gold colour palette inspired by Indian royal heritage. 

The Monarch Legacy Edition has 42.8% ABV and the price in Karnataka is ₹5,000 for 750 ml. The price in Maharashtra is ₹6,750; Goa ₹4,000 and Pondicherry ₹3,500.  

Tasting Notes  

  • Aroma: Rich grape and fruit notes with subtle hints of apple, nutmeg, and tobacco.  
  • Palate: Velvety sweetness balanced by creamy oak and indulgent dried fruits.  
  • Finish: Long and warm with cinnamon, peach, and clove nuances. 

Hunter Achieves 7 Crore Bottles Average Yearly Sales

Hunter Beer, the flagship brand of SOM Group of Companies, has achieved two milestones this year – celebrating 25 years and registering average yearly sales of 7 crore bottles.  Hunter Beer is known for its smooth yet strong taste and unapologetically confident identity, representing India’s new-agenbeer drinker: bold, ambitious, and ready for the next big moment.
First launched in 1994 and repackaged in 2016, Hunter operates in the mainstream strong segment (MSS), competing with category leaders. Hunter’s presence spans over multiple states across India, including key markets like Madhya Pradesh, Odisha, Delhi, Karnataka, and Jharkhand.
“World Beer Day isn’t just about beer- it’s about the stories we create with every sip,” said Deepak Arora, CEO, SOM Group of Companies. “Hunter Beer has become a part of those stories- from late- night rooftop conversations to weekend getaways with friends. It’s a celebration of bold flavour and fearless living. With annual sales crossing 7 Crore bottles now, Hunter has built a loyal consumer base across metros and rising Tier-II cities. Its success is rooted in uncompromised quality, vibrant branding, and an iconic flavour profile that speaks directly to India’s bold, independent generation.”
SOM Group of Companies offers a diverse portfolio of premium beers, spirits, and ready-to-drink products. Headquartered in Bhopal, the company has a strong presence across multiple states and exports to several international markets. Its flagship brands are Mahavat Whisky, Bhimbetka Single Malt, and popular beer brands are Hunter, Woodpecker, Power Cool & Black Fort.

Suntory Global Spirits Underlines Strong Presence in Indian Travel Retail

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

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

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

Expanding Footprint with Premium Spirits

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

Creating Awareness Through Immersive Experiences

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

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

Capitalising on India’s Single Malt Surge

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

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

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

Beyond India: Global Footprint with Local Relevance

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

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

Market Share and Future Pipeline

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

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

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

Abhishek Modi

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Rapid Fire

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

Blended whisky.

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

Keeping state policy in mind…maybe Goa or Gurugram.

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

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

Your favourite bar anywhere in the world?

The Connaught in London

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

Building a disruptive retail brand in grocery business

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

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