Launch marks entry into whisky for India’s largest brandy producer
Seven Islands is an Indo-Scottish 100% Pure Malt Whisky, made with four distinct single malts
Tilaknagar Industries Ltd. (TI) has recently enterd into the premium whisky category with the launch of Seven Islands Pure Malt Whisky. Crafted from select Indian and Scottish malts, it is a distinct 100% pure malt expression.
The launch marks a significant strategic expansion for TI, best known for building India’s brandy market with icons like Mansion House and more recently, Monarch Legacy Edition, and comes on the heels of its announcement of the acquisition of Imperial Blue, the world’s third largest-selling whisky brand. With this, the 90-year-old company establishes whisky as its second major growth pillar alongside its long-standing leadership in brandy.
“India’s whisky story is evolving faster than ever, with growing consumer demand for premium and luxury expressions. Seven Islands marks TI’s entry into this dynamic category, bringing together Indian craftsmanship and global expertise to create a whisky that is both distinctly Indian and globally competitive. With whisky commanding over 60% of India’s spirits market, expanding into this category was the next natural step for us,” said Amit Dahanukar, Chairman and Managing Director, Tilaknagar Industries.
A New Style of Whisky
Seven Islands introduces a style that moves beyond the single-malt focus that has shaped recent conversations around Indian whisky. As a pure malt, it blends four single malts—two from India and two from Scotland, allowing it to draw unique characteristics from multiple distilleries, regions and maturation styles.
The Indian malts are sourced from the Himalayan foothills and the Vindhyan ranges, bringing the influence of high-altitude and tropical ageing. These are paired with malts from Speyside and the Lowlands, two of Scotland’s most recognised whisky regions. This Indo-Scottish duality creates a profile not possible through a single-region malt. With single malts driving recent premium growth, Seven Islands offers a new direction: a pure malt style shaped by two climates, two traditions, and a more complex blending philosophy.
A Tribute to Mumbai’s Seven Islands
Seven Islands takes its name from the archipelago of seven islands that once formed the city of Mumbai—the long-time home of Tilaknagar Industries and the backdrop to much of its growth. This connection is built into the bottle design. Two converging lines create the V-cut neck, hinting at the Indian and Scottish malts coming together, while fine cartographic lines reference the contours of the original islands. At the centre sits an anchor motif, a nod to Mumbai’s maritime heritage. The palette of sage, cream and gold keeps the design crisp, contemporary and quietly premium.
“Seven Islands reflects our vision for House of TI, our new vertical which includes our premium portfolio and investments arm. House of TI was created to shape our premium and craft-led portfolio, beginning with Monarch Legacy Edition. With Seven Islands, we wanted to bring a new perspective and style to Indian whisky. It felt like the right way to introduce something distinctive, and a meaningful step forward for us as we expand into the whisky category,” said Sanaya Dahanukar, Marketing Manager, Tilaknagar Industries.
The Whisky Opportunity in India
Whisky remains India’s most loved and aspirational spirits category, accounting for about 66% of total consumption in 2024 according to IWSR. By volume, Indian whisky grew 7% year-on-year in H1 2025, crossing 130 million cases and showing continued premiumisation. Exports are expanding as well, signalling rising global interest in Indian-made whiskies and premium expressions. For TI, a company that has built scale and expertise through long-standing leadership in brandy, the opportunity in whisky presents a clear and timely growth avenue.
Tasting notes:
Colour: Natural, brilliant, golden yellow.
Aroma: Smooth and inviting, with tropical fruits, dried nuts, and hints of French and American oak layered with Indian spice.
Taste: Full-bodied and balanced, with sweet, dried fruits, soft spice, creamy texture, and a touch of smoke.
Finish: Long, smooth, and warm, with lingering notes of oak, spice, and dried fruits.
Tilaknagar Industries Limited (TI) has registered robust volume growth, healthy profitability and continued strengthening of its balance sheet in Q2FY26.
During the quarter, TI’s sales volumes grew by 16.2% year-on-year, reaching 34.2 lakh cases, driven by strong consumer demand and market share gains across most key markets. TI’s net revenue stood at ₹398 crore, recording a 6.2% year-on-year growth. Adjusted for subsidy, the net revenue grew by 9.3% year-on-year, reflecting sustained brand momentum and portfolio premiumisation. The net sales realisation improved sequentially from ₹1,193 in Q1 FY26 to ₹1,215 in Q2 FY26.
The company reported an EBITDA of ₹60 crore and a Profit After Tax (PAT) of ₹53 crore, translating into an EBITDA margin of 15.1%. Adjusted for subsidy, the EBITDA grew by 8.2% year-on-year, while the PAT margin improved by 14 basis points to 13.2%.
Amit Dahanukar, Chairman & Managing Director
Amit Dahanukar, Chairman & Managing Director, Tilaknagar Industries said, “We continue to gain market share across key markets, supported by the strong performance of our core brands. The new launches are helping to expand our premium portfolio as well as our geographic footprint. Our established brandy portfolio, an emerging whisky saliency and a balanced regional mix are supporting our move to be a pan-India player and build a differentiated premium portfolio.”
For the first half of FY26, Tilaknagar Industries reported a 21% year-on-year growth in volumes, reaching 66.2 lakh cases. TI’s net revenue stood at ₹807 crore, up 17.4% year-on-year (adjusted for subsidy: 14.4% growth). EBITDA for H1 FY26 was ₹155 crore and PAT was ₹141 crore, representing an EBITDA margin of 19.2% (adjusted for subsidy: 15.1%) and a PAT margin of 13.2%, reflecting a 106-basis point expansion year-on-year. The Advertising & Promotional reinvestment rate (as a percentage of subsidy-adjusted net revenue) rose from 0.5% in H1 FY25 to 1.7% in H1 FY26, emphasising the company’s continued investments in strengthening its brand equity.
On the balance sheet front, the company continues to maintain a strong financial position with gross debt of ₹47 crore and a net cash position of ₹1,086 crore. The quarter also saw strong traction in new markets, with launches in Odisha, Telangana, Kerala and Karnataka, led by Mansion House Whisky, Monarch Legacy Edition Brandy and Spaceman Spirits Lab Pvt. Ltd. portfolio including Samsara Gin and Amara Vodka.
Renowned for its rich history, complex flavours, and timeless elegance, Scotch whisky has long been regarded as the pinnacle of distillation craftsmanship. The world’s love for Scotch is unmatched, more Scotch whisky is enjoyed globally than American, Japanese, and Irish whiskies combined. In 2024, Scotch whisky exports reached £5.4 billion, with an astonishing 43 bottles shipped every second to markets across the world.
Representing over 90 companies, from global spirits giants to family-owned distilleries and emerging producers, the Scotch whisky Association (SWA) is the principal voice of an industry that accounts for the vast majority of Scotch production. Its mission is clear: To secure a sustainable and thriving future for Scotch whisky.
Mark Kent, Chief Executive, SWA
In this interview with Ambrosia, SWA Chief Executive Mark Kent discusses the challenges and opportunities that lie ahead for the industry in India, particularly in the wake of the landmark Free Trade Agreement between the United Kingdom and India.
With the UK–India FTA set to halve the current 150% tariff on Scotch whisky when it comes into force in 2026, how does the Scotch whisky Association expect this landmark agreement to reshape export growth, market access and industry collaboration with Indian producers over the coming decade?
The UK-India free trade agreement has the potential to be transformational for many Scotch whisky producers in the coming decades. Scotch whisky’s largest export market by volume, India is also the biggest whisky market in the world, and Scotch has the potential to grow its share over the long term as the FTA comes into force. The current 150% tariff, which will halve once the deal enters into force in 2026, has been a significant barrier for many Scotch Whisky producers in accessing this important developing market.
The growth opportunities for the Scotch category in India has seen the SWA campaigning for a UK-India deal for many decades. Our current focus is on the deal coming into force, and on Scotch whisky producers—whether they are currently exporting to India, or are planning to—getting the support needed here at home, which will enable them to grow sustainably and develop their offering in what is a complex and vast market. The Indian market is already well educated in Scotch whisky and is forecast to keep growing over the coming years across multiple categories.
We anticipate that the FTA will, over time, increase diversity of choice for Indian consumers as more Scotch whisky producers enter the market. It will also boost opportunities for growing bulk exports, which are either bottled in India or used as an ingredient in Indian Made Foreign Liquor (IMFL) products, strengthening an already-established spirit of collaboration between the Scotch whisky sector and Indian producers. There is real potential for the FTA to signal an era of strategic partnership between whisky sectors on both sides, and we’ll look to collaborate further with our counterparts in India on issues that will support each of our industries.
How is the SWA working with both governments and industry partners to ensure smoother market access for Scotch in India—especially given the state-by-state regulatory complexity—and to help distillers, including smaller companies, benefit from the FTA?
Ensuring smooth market access, not just to India overall, but to individual states will be particularly important over the coming years, particularly for smaller companies for whom India is a huge and complex market. The SWA is working with Indian industry colleagues and in-market trade bodies, as well as the UK and Indian Governments, to ensure a smooth implementation of the deal that supports the needs of businesses and consumers in both markets. The UK Government have championed the Scotch whisky industry’s growth prospects through negotiations, and the implementation of the FTA will be a positive opportunity for Scotch whisky distillers to tap into the market.
Alongside business growth opportunities, the FTA has the potential to increase revenue for the Indian government at federal and state level through an increase in sales as the tariff is lowered, so it is in everyone’s interest to ensure that the deal can come into effect quickly. The SWA’s recent visits to India, in October and early November, focused on creating the building blocks and relationships for a smooth and fair implementation of the deal for both markets.
How is the SWA working to deepen Indian consumers’ understanding and appreciation of Scotch whisky while supporting both large and small Scotch producers as they introduce new expressions in a rapidly evolving market?
As the world’s largest whisky market, the Indian consumer is already very discerning, so a lot of groundwork in educating the market on Scotch is well established. While the presence of different Scotch whisky companies varies in the Indian market depending on their size and years in business, there are opportunities to grow consumers’ appreciation of Scotch as new expressions and brands are introduced to the market. As a trade body, we look to support all our members, who range from multinational companies to small independent distillers, to realise their ambitions in the Indian market regardless of scale.
The tariff reduction in the FTA will also benefit the domestic Indian industry and drive investment in India by providing greater access to bulk Scotch whisky used in IMFL products or for bottling. The growth of Indian Single Malts, both in India and the UK, is testament to the premiumisation of the Indian market, and the Scotch whisky industry is committed to working with Indian industry partners to deliver these shared opportunities. The FTA is a signal of that collaborative approach, and we want sectors on both sides to thrive as a result.
Indian whisky brands are growing rapidly, both at home and abroad. How does Scotch plan to differentiate and retain its heritage appeal in a market where Indian whiskies are gaining sophistication and global recognition?
It is really positive to see such interest in the entire whisky category in India, with Indian Single Malts also growing in popularity in the UK, and this growing appreciation can only be a good thing for the entire category. Both categories are benefiting from increased investment between the UK and India, and this will be further driven by the FTA, as well as the partnerships between the Indian and Scotch industries. As consumers in India explore the whisky category, Scotch is a natural step on the “whisky journey” due to its unique heritage, provenance and quality. Scotch whisky’s current share of the Indian whisky market is around 3%, and even as this grows over time through the implementation of the FTA, it will still retain a relatively small portion of the market. What’s exciting for our sector is the potential to increase the range of Scotch whisky brands and expressions available to the Indian consumer, which enhances the global appeal and reach of the Scotch category overall.
Sustainability is increasingly important for global consumers. How is the Scotch whisky industry integrating sustainability into its export growth strategy in India, particularly given the environmental challenges of expanding in new markets?
The Scotch whisky industry is committed to long-term sustainability from grain to glass, and our sector’s work to decarbonise our operations and supply chain run in tandem with our ambitions for growth. Ongoing dialogue with regulators here in the UK and around the world is important to ensure that the industry’s forward planning aligns with policies that address climate impact, always bearing in mind external factors such as the development of key growth markets.
How is the Scotch whisky industry working with Indian partners to explore deeper collaborations—whether in production, standards, sustainability, or tourism—and to unlock new cross-sector opportunities as the FTA opens up the market?
The Scotch whisky industry is keen to work with our colleagues in India on shared challenges and cross-sector opportunities for growth in both markets. This can include work to strengthen the definition of single malt and guarantee standards for consumers, to exploring the opportunities that a greater variety of bulk Scotch whisky can offer to Indian importers. During our recent visit to India, we met with representatives from across the Indian industry, discussing how we can continue to develop our partnerships to support sustainable growth and deliver on shared objectives, and we hope to be able to continue these conversations in Scotland next year. From driving sustainable production methods and encouraging responsible alcohol consumption, to tourism and hospitality promotional activities, collaboration should benefit and futureproof industries in both the UK and India and give consumers a greater access to the fantastic range of Scotch whiskies that the sector has to offer.
ABD Maestro has announced the launch of its homegrown contemporary spirit — RANGEELA Vodka, co-created with Ranveer Singh.
Priced at ₹2,400 for 750ML in Maharashtra, RANGEELA will be available across select outlets in the state, followed by roll outs in Goa, West Bengal, and key northern markets in the coming months.
The RANGEELA vodka is conceptualised under Ranveer Singh’s creative direction and much like him screams vibrant and expressive. The brand also draws inspiration from India’s colourful personality, lively, confident, and unapologetically bold, while aligning with the growing trend of premiumisation and cocktail experimentation among young Indian consumers.
The vodka is triple-distilled and platinum chill-filtered for exceptional smoothness and clarity, combining world-class technique with Indian flair.
Commenting on the launch, Ranveer Singh, Co-Founder and Creative Partner, ABD Maestro, shared,
“RANGEELA celebrates the spirit of India — colourful, creative, and full of life. It’s for those who express themselves freely and live with unfiltered energy.”
Bikram Basu, Managing Director, ABD Maestro, added,
“With Ranveer as Co-Founder and Creative Partner, RANGEELA aims to set a new benchmark for Indian vodka. It combines superior quality with innovative design and communication that celebrates colour, character, and fun — created for India and the world.”
With its vibrant design, smooth texture, and creative positioning, RANGEELA Vodka marks a bold new chapter for ABD Maestro, reaffirming the brand’s place at the forefront of India’s premium vodka movement. Stay tuned for a review.
Impacted by a stronger-than-usual monsoon, in a muted beer market UB gained market share (sell-out)
Overall, sell-in volume declined 3% with premium up 17%, continuing its growth trajectory ahead of the market
Net sales in Q2 down 3% where volume decline
Continue to invest behind brands (+22%) in line with its commercial strategy
Accelerating productivity agenda to drive sustainable & profitable growth
United Breweries Ltd (UBL) recently reported a subdued performance in the second quarter of FY26 as adverse weather conditions and muted demand in key markets weighed on beer sales, even as premium brands continued to gain traction.
The company’s consolidated revenue for the quarter ended September 2025 stood at ₹2,067.7 crore, down 2.8% year-on-year and sharply lower from the preceding quarter, reflecting the broader softness in consumption trends. Profit after tax declined 65% to ₹46.3 crore, while earnings per share slipped to ₹1.76 from ₹5.00 a year earlier. Operating margins came under pressure as input costs and a weak sales mix limited profitability, leading to a 63% year-on-year fall in profit before tax to ₹65.8 crore.
Vivek Gupta, Managing Director of UBL
The Managing Director of UBL, Vivek Gupta has said the company was gaining market share, adding nearly 100 basis points in the latest quarter and more than 100 basis points for the first half. “Our brand fundamentals are extremely strong.”
UBL attributed the slowdown largely to erratic monsoon patterns and weaker-than-expected offtake across western and southern states, traditionally its strongest beer markets. The company said that volumes were down about 3.4% year-on-year, marking one of its most challenging quarters since the post-pandemic recovery began. However, it underscored the resilience of its premium segment, which grew an impressive 17% in volume terms, driven by strong consumer demand for brands like Kingfisher Ultra, Heineken Silver and Amstel. This continuing “premiumisation” trend remains a bright spot, indicating a shift toward higher-value offerings even as overall consumption plateaued.
Total volume declined 3.4% in Q2, with growth in mainly Maharashtra, Andhra Pradesh and Assam more than off-set by adverse weather across its footprint as well as stock-building in Q2-FY25 following the peak season impacted by national elections.
During the quarter UB launched London Pilsner in Orissa and Kalyani Black Label in West-Bengal to strengthen its portfolio in the value segment. Premium volume grew by 17% in the quarter bringing the HY growth rate to 33%. Within the segment, UB saw strong growth for Kingfisher Ultra, Kingfisher Ultra Max, and Heineken Silver. Gross profit grew 5% on a year-to-date basis vs last year, with EBIT declining 18% mainly driven by negative operating leverage in the second quarter as well as continued investments behind brands.
Investments in capex during the quarter were ₹293 Cr (+ ₹242 Cr vs LY), mainly linked to its new greenfield in Uttar Pradesh and commercial capex to drive future qualitative growth. In continuation of its network optimisation and productivity programme, the Mangalore unit was closed earlier this year, with further initiatives being implemented to drive operational excellence and cost efficiency across the organisation. “We remain optimistic about the industry’s long-term growth potential, driven by increasing disposable income, favourable demographics and premiumisation,” UB said.
On the cost side, raw material inflation—especially for packaging materials—continued to moderate, but the gains were offset by lower scale efficiencies and promotional spending to defend market share. Management maintained that pricing discipline and brand investments were essential to sustaining long-term growth. UBL also reiterated its medium-term confidence in the Indian beer market, pointing to favourable demographics, urbanisation, and rising disposable incomes that continue to support premium beer penetration. Capital expenditure during the quarter stood at ₹293 crore, with investments directed toward a new greenfield facility in Uttar Pradesh and capacity upgrades at existing breweries.
Gupta added that the company expects margins to improve from the third quarter onwards, aided by the localisation of 80% of the premium portfolio, which will help recover gross margins. The company, he mentioned, would continue monitor input cost pressures from higher barley and aluminium prices and limited pricing flexibility.
Analysts see the second-quarter numbers as a reminder of how climate volatility and state-level regulatory differences can impact the beer business, but they also note that UBL’s strategic focus on premiumisation and efficiency improvement could cushion margins in the coming quarters. While overall sales volumes slipped, the brand’s ability to hold its market leadership and grow its high-end portfolio suggests that the company’s long-term fundamentals remain intact.
Going forward, performance in the festive and winter seasons will be critical for recovery, with management expected to lean on new product launches, route-to-market optimisation, and operational cost control to restore profitability momentum. For now, the quarter captures a tale of two trends—a weak monsoon dampening demand and a growing taste for premium beer lifting hopes for a stronger second half of FY26.
As Diwali lights up homes across India, another sparkling trend is taking shape, premium liquor as the new-age festive gift. Once considered unconventional or even taboo, gifting fine spirits has now become a symbol of taste, status, and sophistication among urban consumers.
Whether it’s an aged single malt, a small-batch gin, or a limited-edition rum, curated liquor hampers are increasingly seen as a gifting option, away from traditional dry fruits and sweet boxes. High-end Indian craft brands, too, are getting their moment in the spotlight, from Paul John Whisky and Camikara Rum to Stranger & Sons Gin, all packaged in sleek, festive designs that make them ideal for gifting.
For corporates, especially in metros, premium alcohol has emerged as the “relationship gift” of choice, a token of appreciation that blends indulgence with exclusivity. Many retail chains and e-commerce players are also reporting a surge in demand for boutique and collectible labels ahead of the festive season.
However, gifting liquor in India still walks a fine line. With varying state laws and restrictions on alcohol gifting, most transactions occur discreetly, often in the form of personalised hampers or event-specific collections curated by licensed vendors. Despite the regulatory maze, the sentiment remains clear: Diwali is not just about lights and sweets, it’s also about raising a toast to good times and good company.
Here are some gifting options as well as recipes that will add to the sparkle of Diwali celebrations. From thoughtful pairings to ready-to-pour hampers, here are some must-haves to pick up on your way to the next celebration.
Godawan Artisanal Single Malt
This festive season, Godawan Artisanal Single Malt—the most awarded Indian single malt in recent years—unveils an exclusive gift pack that captures the spirit of mindful luxury. Each pack features a bottle of your choice, either Godawan 01 Rich & Rounded or Godawan 02 Fruit & Spice, paired with a handcrafted crystal glass that elevates the whisky-drinking experience. Adorned with elegant ethnic motifs inspired by Rajasthan’s artistry, the pack is a refined celebration of craftsmanship, purpose, and timeless design—making it an ideal keepsake for the season.
Price & Availability: ₹2800-₹6000 in Delhi, Rajasthan, Karnataka, Punjab, Haryana, Uttar Pradesh, Maharashtra, Goa, Telangana, Assam, Chhattisgarh, and Madhya Pradesh.
Geist Brewing Compnay x Amrut Distilleries – Stout Cask Finish Indian Single Malt Whisky
If there’s one bottle that captures Bangalore’s craft spirit this festive season, it’s the Geist Brewing Co. x Amrut Distilleries Stout Cask Finish. Limited to just 224 bottles, this collaboration brings together Geist’s bold Imperial Stout and Amrut’s world-renowned single malt expertise. The result is a rare stout cask–finished Indian single malt whisky that bridges the worlds of beer and whisky.
The story began when Amrut sent freshly emptied whisky barrels to Geist, where they were used to age the brewery’s Imperial Stout. Once the beer had picked up delicate whisky notes, the same barrels returned to Amrut, this time to finish their single malt. The result is a whisky layered with roasted malt, chocolate, and oak—bottled unfiltered at 46% ABV. Rich and complex, it’s an inventive expression of Bangalore’s craft culture.
Price and Availability: At select retail stores across Bangalore, priced at ₹7,500.
Diwali With Marriott Bonvoy
This Diwali, celebrate with the seventh edition of Diwali with Marriott Bonvoy, where traditions sparkle, artistry delights, and every mithai takes one to India’s diverse delicacies for Diwali. The specially curated festive boxes blend the richness of heritage with a contemporary touch. Available in options including the Box of 36 Sweets (₹2,800 + GST), Box of 18 Sweets (₹1,800 + GST), Variety Box of Nuts & Sweets (₹2,100 + GST), Festive Crunch Box (₹1,200 + GST), and Diwali Treasures (₹1,500 + GST) there’s something to make every moment special.
The exquisite festive boxes are available at Marriott Bonvoy hotels across India. Pre-booking is now open, with availability till Diwali.
Dewar’s Double Double 21
Crafted using an innovative four-step aging process, Dewar’s Double Double 21 allows single grain and single malt blends to fuse multiple times in their oak casks before their final ageing together. This blended liquid is then processed in a selection of sherry casks that give subtle notes of cinnamon, ripe vine fruits, and a smooth, lingering finish.
Price: ₹17,500
Dewar’s 12-Year-Old – A Timeless Blend of Elegance and Flavour
Dewar’s 12-Year-Old is a masterfully crafted Scotch whisky, double-aged to enhance its smoothness and depth. A delightful harmony of honey, vanilla, and spice makes it a crowd-pleaser, whether served neat, on the rocks, or in a classic highball. Its well-balanced profile and creamy finish make it an excellent choice for those who enjoy a refined yet approachable whisky.
Price: ₹4,000
MONIN Introduces a New Indian Rasa Range Specially Curated for Diwali
MONIN India brings its own touch of sparkle with the Indian Rasa Range, a collection that celebrates Indian flavours. Rooted in the campaign theme “Brighter With You”, the range reimagines India’s most beloved tastes through a modern lens—inviting chefs, baristas, mixologists, and home creators to rediscover the joy of flavour during the season of lights.
At the heart of the launch is MONIN’s Chai Tea Concentrate, a contemporary ode to India’s favourite comfort cup. Infused with the warmth of cardamom, cloves, and ginger, it’s as versatile as it is nostalgic, perfect for everything from spiced lattes to creamy desserts and festive cocktails.
The range includes Rose: Floral and fragrant, reminiscent of classic mithai; Spiced Jamun: Tangy and playful, a nod to India’s street-side indulgences; Raw Mango: A refreshing balance of sweet and sour, evoking summer nostalgia; and Hibiscus: Bright and floral, modern yet rooted in tradition.
The range has been designed in line with insights from MONIN India’s recent trend study, “Reimagining Indian Drinks and Desserts for Modern Hospitality Menus in 2025”, enabling chefs and baristas to bridge traditional flavours with global presentation.
“Diwali is a moment of gratitude for us at MONIN—a celebration of creativity, connection, and culture,” says Germain Araud, Managing Director, MONIN India. “With Brighter With You, we’re celebrating the people and partners who make our journey meaningful, and the flavours that make India truly special.”
Adding to this, Sai Harish, Head of Marketing, MONIN India, shares, “India’s beverage culture is constantly evolving—deeply rooted in tradition yet always open to reinvention. The Indian Rasa Range embodies that spirit, encouraging creators to reimagine familiar flavours in fresh, modern ways.”
Brighter With You: A Celebration of Collaboration – True to MONIN’s spirit of partnership, Brighter With You is an initiative that will see collaborations with cafés, bars, and restaurants across India, where chefs, baristas, and mixologists will craft limited-edition menus and tasting experiences inspired by MONIN’s Indian Rasa Range. Each collaboration will reinterpret festive flavours through a local lens—from spiced beverages and artisanal desserts to inventive cocktails and plated creations— showcasing how tradition can meet innovation on every table. Beyond the menu, select partners will host live demos, workshops, and pairing sessions, offering guests an immersive way to explore flavour and craftsmanship together.
Price & Availability: The Indian Rasa Range is available through select cafés, restaurants, and bars across India, as well as online via Amazon, Flipkart, Big Basket, Blinkit, Swiggy, and Zepto in 700ml and 250ml bottles.
ZOYA Premium Gin – Live. Love . Rejoice.
When the packaging itself becomes the gift, you can’t say no! ZOYA Premium Gin’s value added pack is with creative AI-generated packaging, making a perfect gift for the festive season. The goblet that comes with it, enhances the premium and immersive appeal.
Types of People You Meet at a Diwali Party – As Cocktails
Every Diwali house party has its own share of personalities who add the real spark. From the
meticulous host with the perfectly done up Pinterest board to the one still texting, “What’s the
address again?”, the best house parties are a perfect mix of people, stories, and spirits. And
what if this Diwali, they were re-cast cocktails?
Read on to discover your ultimate cocktail twin with these perfect pours to match every personality.
The Classy Hostess as Vanilla Gintini (ZOYA Premium Gin):
Elegant, composed, and effortlessly charming, this person knows how to make every detail
count, from her playlist to her glassware. Much like the Vanilla Gintini, they blend classic
sophistication with a hint of subtle charm that spells soft power in glass.
The Pour: Vanilla Gintini
Ingredients:
ZOYA Premium Gin (60 ml)
Vanilla Syrup (15 ml)
Cranberry Juice (15 ml)
Lime Juice (10 ml)
Garnish: Edible Flower 1 pc
Recipe:
Fill a martini glass with ice.
Stir all ingredients and garnish to enjoy.
The Old-School Charmer as Smoked Maple Old Fashioned (Woodburns Contempoary Whisky)
A storyteller with a sparkle in the eye and a love for the classics. They don’t rush their evenings or their whisky. The Smoked Maple Old Fashioned is all about this warmth, balance, and timeless taste—making it the perfect pour for the one with the slow sips and good stories shared by the diya light.
The Pour: Smoked Maple Old Fashioned
Ingredients:
Woodburns Contemporary Whisky (60 ml)
Maple Syrup (10 ml)
Angostura Bitters (3 dashes)
Recipe:
Burn a nutmeg and let the smoke come out. Cover that Nutmeg with a whisky glass.
Stir all ingredients in the whisky glass full of ice.
Garnish with orange peel and enjoy!
The Cool Creative as the ARTHAUS Straightpour (ARTHAUS Collective Blended Malt Scotch Whisky)
They arrive fashionably late, with a playlist that instantly takes over the aux. The posterboy for “chill”, this person embodies easy, breezy flair with a little unpredictable twist that ensures they don’t need to do anything to stand out. The ARTHAUS Highball mirrors their spirit —effortlessly smooth with an experimental and artistic edge.
The Pour: ARTHAUS Straightpour (60 ml – served on the rocks!)
The Life of the Party as the Spicy Mule (Russian Standard Vodka)
Fiery, confident, and impossible to ignore, the Spicy Mule channels this person’s infectious energy in every pour. All spark, no dull moment—when they are around, the night is always just getting started.
The Pour:
Ingredients:
Russian Standard Vodka (60 ml)
Jalapeño Brine (30 ml)
Jalapeño (2 pcs; muddled)
Lime Juice (15 ml)
Garnish: Mint Sprig
Recipe:
Shake all ingredients in a mixer filled with ice.
Pour into a Moscow Mule Glass to serve. Top up with non-alcoholic Ginger Beer to
enjoy.
The Midnight Philosopher as Midnight Cravings (SEGREDO ALDEIA Espresso Rum)
Find them on the balcony post-dessert, deep in conversation about the secret of life—or at least the secrets behind good coffee. The cocktail twin-flame for bittersweet thoughts with a silky finish, the Midnight Cravings cocktail is rich, dark, and delightfully introspective just like the midnight philosopher in your gang.
The Pour: Midnight Cravings
Ingredients:
SEGREDO ALDEIA Espresso Rum (60 ml)
Cold Brew (30 ml)
Dark Crème de Cacao (15 ml)
Demerara Syrup (15 ml)
Chocolate Bitters (2 dashes)
Garnish: Coffee beans and chocolate grated
Recipe:
Dry shake and ice shake all ingredients in a glass.
Garnish with coffee beans and grated chocolate to enjoy.
Royal Rangoli by MONIN
A vibrant, tangy refresher that blends MONIN Spiced Jamun and Glasco Lemon with cranberry and soda—bold, fruity, and the perfect citrus break from all your festive sweet munching.
Ingredients:
MONIN Spiced Jamun Syrup – 20ml
MONIN Glasco Lemon Syrup – 10ml
Cranberry juice – 60ml
Soda – 60ml
Ice cubes
Mint sprig (for garnish)
Method:
Add the syrups, cranberry juice, and ice to a shaker.
Shake well and pour into a red wine glass.
Top with soda and garnish with mint.
Meetha Patakha by MONIN
Sweet and fiery, this tequila-based cocktail blends MONIN Cherry and Blood Orange syrups with cranberry and soda for your palate that’s craving a little bit of that oomph factor.
Ingredients:
MONIN Cherry syrup – 20ml
MONIN Blood Orange syrup – 10ml
Tequila – 45ml
Cranberry juice – 60ml
Soda – 60ml
Orange peel (for garnish)
Method:
Combine both syrups, tequila, and cranberry juice with ice.
Shake and pour into a Collins glass.
Top with soda and garnish with an orange peel twist.
The culture of gifting in Southeast Asia is evolving, and luxury wines and spirits are at the centre of this trend. Once seen mainly as status symbols, premium bottles are now chosen for their stories, craftsmanship, and cultural resonance. From Singapore to Vietnam, gifting is growing, driven by changing preferences, digital commerce, and premiumisation of F&B.
Affluent consumers are moving beyond imported classics to gifts that reflect local identity. Artisanal spirits such as Bali’s Iwak Arumery, Singapore’s Tanglin Gin, and Thailand’s Chalong Bay Rum showcase heritage-driven narratives through indigenous ingredients and traditional techniques. Similarly, the Philippines’ Don Papa rum draws on folklore and history to create an emotional bond.
Experiences Over Bottles
Packaging and presentation are increasingly as important as the liquid. Limited-edition bottles, collectible sets, and artistic collaborations elevate gifting, while immersive experiences with personalised labels and glassware turn a bottle into a celebration.
Festivals and milestones further drive demand. From Songkran in Thailand to Mid-Autumn Festival in Vietnam and weddings in Indonesia, luxury alcohol has become a prestigious part of celebrations. Corporate gifting, anniversaries, and personal milestones continue to be in vogue, often with bespoke sets.
E-commerce is fuelling the trend, offering curated packs, same-day delivery, and customisation such as engraved labels. The unboxing experience is now part of the value proposition, making online platforms vital for reaching affluent consumers in Singapore, Bangkok, Ho Chi Minh City, and Manila.
Sustainability Meets Premiumisation
Wealthier consumers are increasingly conscious of environmental and ethical practices. Eco-friendly packaging, sustainable sourcing, and transparent production are shaping gifting choices, blending luxury with conscience.
The luxury wine and spirits segment is poised for strong growth. Singapore continues to position itself as a regional hub, while Vietnam and Thailand are emerging as high-potential markets with expanding fine dining cultures. Even in traditionally conservative markets like Indonesia and Malaysia, discreet but premium gifting is gaining ground among urban elites.
Luxury gifting is no longer just about indulgence—it is about culture, story, and experience. With digital platforms enhancing accessibility, heritage brands adding authenticity, and sustainability guiding decisions, the future of gifting in Southeast Asia is premium, personalised, and meaningful.
Singapore: A Regional Hub for Premium Gifting As Southeast Asia’s financial hub, Singapore leads the luxury wine and spirits market with a strong corporate gifting culture. Premium wines, rare whiskies, and collectible editions dominate, particularly during Lunar New Year. With advanced e-commerce and duty-free at Changi, personalisation and curated sets are driving demand. Prestige brands like Dom Pérignon, Hennessy, Macallan, and Glenfiddich are go-to gifting staples.
Thailand: Tradition Meets Celebration Thailand’s festive calendar, especially Songkran and year-end corporate occasions, drives gifting. Rum and whisky lead, with Johnnie Walker Blue Label and Moët & Chandon popular among elites. Local craft spirit Chalong Bay rum adds authenticity and cultural depth.
Vietnam: Emerging Fine Wine Market Vietnam is one of Asia’s fastest-growing wine markets, with Tet as the peak gifting season. French wines, especially Bordeaux and Burgundy, symbolise prestige, while Martell, Rémy Martin, and fine Cognacs remain staples. Younger professionals are also embracing alternatives like Don Papa rum for its storytelling appeal.
Indonesia & Malaysia: Discreet but Growing In stricter markets, luxury gifting is discreet but aspirational. Weddings, corporate milestones, and private parties feature Johnnie Walker Blue, Royal Salute, Chivas Regal 25, and Macallan Rare Cask, often gifted in bespoke or limited editions.
With cultural collaborations, limited editions, and experiential packaging, luxury wines and spirits continue to shape Southeast Asia’s gifting culture—premium, personal, and meaningful.
Mount Everest Breweries Ltd. (MEBL), recently announced the appointment of Vinod Babu G as its new Chief Executive Officer (CEO). Vinod Babu G, with over 19 years of experience in the FMCG and alcoholic beverages sector, will lead MEBL’s overall business operations and growth agenda. Vinod has previously held leadership roles at Anheuser-Busch InBev India and SABMiller India, where he led key brand launches, market expansions, and built high-performing teams across regions.
“We are thrilled to welcome Vinod into the MEBL family,” said Vedant Kedia, Wholetime Director, Mount Everest Breweries Ltd. “Vinod’s proven leadership, strategic vision, and deep understanding of the evolving beer landscape in India and beyond make him the perfect fit to guide MEBL’s next phase of growth.
“I am truly excited to be part of Mount Everest Breweries at such a pivotal moment in its journey,” quoted Vinod. “With its strong legacy and ambitious vision, MEBL is uniquely positioned to lead the next wave of innovation and premiumisation in the Indian beer industry. My goal is to build on this foundation and work closely with our teams to grow MEBL into the largest Indian beer company by 2030. Together, we will create iconic brands, strengthen our operational footprint, and unlock new growth opportunities across India and beyond.”
Vinod has been a two-time recipient of the prestigious BUP Fanatic Award, reflecting his strategic impact and consistent performance. From shaping India’s Trade Marketing function to expanding business across global markets, including establishing a presence in Nepal, Vinod’s career is marked by bold moves and meaningful growth.
A closer look at operational clarity and structured change. Simon outlines the mechanisms that guide progress across evolving business environments.
Transformation at a global company can look like a long list of frameworks, KPIs, and change decks. For Simon de Beauregard, Chief Transformation Officer at Pernod Ricard India, it looks more like a mix of sharp thinking, local intuition, and the steady rollout of tools that actually work. With over 15 years of experience across strategy, marketing, and digital roles in Europe and the US, Simon now leads a future-focussed mandate in one of the most layered alcobev markets in the world.
His remit spans widely yet stays precise; weaving technology into human behaviour insights, building teams that respond fast, and making room for innovation in a sector that comes with many rules. In this interview with Ambrosia, Simon walks through his approach to AI integration, creative enablement, regional execution, and the expanding role of data-driven intelligence across Pernod Ricard India.
How do you balance innovation with compliance while implementing AI strategies in a regulated market like India?
Responsibility forms the foundation of our work at Pernod Ricard India, and technology helps advance that cover across all areas. Strong compliance protocols shape both digital and physical initiatives, aligning fully with the Digital Personal Data Protection Act (DPDPA). Our AI roadmap prioritises governance, transparency, and sustainable outcomes. The team was designed with diversity and openness in mind, and we continue to strengthen our internal frameworks to maintain consistency, clarity, and long-term trust.
What’s the toughest part of changing internal mindsets while introducing AI into existing systems?
Mindset transformation is often the first, and most persistent, challenge. Encouraging teams to explore what AI can do—be it content creation, prompt development, or image generation—takes regular engagement. This shift begins at the leadership level and extends across departments. Our culture has always supported experimentation, which allowed us to embed AI early through our Key Digital Programs. These programmes focussed on communicating AI’s role, running detailed workshops, and investing in upskilling. Over time, we built internal teams that now manage these systems fully, allowing for tighter integration and stronger capability across the business.
Where do you draw the line on ethical AI usage in alcohol marketing within India’s context?
Our strategy reflects the country’s regulatory framework and its cultural distinctions. Every step—across content, outreach, and digital planning—complies with the DPDPA. Through our Drink More Water initiative, under Pernod Ricard’s global Responsible Party programme, we encourage moderation and hydration among adults of legal drinking age. Digital channels help share this message widely and effectively. The communication remains straightforward: balance matters, and water plays an essential role. The campaign has reached audiences globally and continues to grow through precision-driven distribution.
Could you share an example where AI-led insight shaped a campaign or business strategy?
Digital acceleration supports our premiumisation strategy in India. Tools such as Maestria, Matrix, and D-Star connect intelligence with action. Maestria studies usage patterns drawn from over 18,000 interviews to match each product with relevant occasions. Matrix tracks return on marketing investment, while D-Star enhances retail decisions through outlet-level data.
Maestria helps identify where each SKU fits across premium settings, and D-Star supported adjustments in bottle sizing based on regional preferences. This change contributed to a 46% conversion rate; significantly higher than the standard 10–20%. These platforms also assist more than 1,500 AI-supported sales representatives with real-time insights and agile decision-making.
Campaigns have also gained scale through these tools. During the ICC World Cup, we launched the “One Billion Films for One Billion Fans” campaign under Royal Stag Packaged Drinking Water. GenAI created personalised films placing fans alongside cricketing legends. With over 500,000 downloads, the campaign earned a Cannes Lion shortlist and multiple honours.
In another example, Imperial Blue Packaged Water’s Superhit Nights, in collaboration with Hardy Sandhu, offered personalised voice messages before his performances. This blended live engagement with digital interaction and contributed to a 50% increase in metrics such as click-through and view-through rates.
What are some of the early lessons Pernod Ricard India learned while integrating AI across sales and distribution?
A single framework doesn’t apply across India’s varied markets. Each region operates through unique regulations and distribution structures, which shape how data flows and tools respond. We adopted an 80/20 approach, starting with regions that provided higher return through faster scalability.
This required flexibility, domain-specific insight, and consistent experimentation. Customising global platforms for India played a central role in building long-term utility and relevance.
Does AI align with brand storytelling in a category like alcobev, where creative identity is key?
AI plays a supporting role across content development, audience engagement, and performance measurement. Our transformation framework was built to enhance human creativity by introducing greater speed, relevance, and precision. Tools like GenAI, customisation engines, and live performance analytics enable us to deliver communication that reflects both personal preferences and brand character.
Matrix allows continuous feedback by tracking response patterns and refining outreach strategies accordingly. These technologies work alongside brand teams, helping content stay consistent while adapting in real time to audience behaviour.
How does AI support outreach in India’s tier-2 and tier-3 markets?
We use technology to tailor brand presence in these geographies through specific partnerships and data-led localisation. For example, our activation with Swiggy Dineout introduced Jameson Ginger Ale and Ballantine’s Soda across select regional markets. This expanded both consumption occasions and consumer engagement, leading to a 40% increase in click-through rates. Campaigns like these combine national strategy with local insight, supported by AI-powered targeting.
What steps ensure that AI-led tools developed globally don’t overlook local dynamics in India?
India’s complexity requires finely tuned solutions. We adapt and calibrate every platform to suit market conditions. Maestria draws from extensive Indian research—over 18,000 interviews—and layers this data with pricing, demand projections, and behavioural analytics. This ensures that over 40 brands correspond closely with Indian usage patterns.
Matrix has been tailored to strengthen below-the-line performance, assigning financial outcomes to each tactical investment. D-Star improves store-level decision-making using real-time SKU information. Our local-first activations, including the Hardy Sandhu personalised campaign and the World Cup initiative, have begun shaping practices across other markets as well. These tools now serve as reference points within the group.
Where else across the value chain is AI making a difference beyond sales and marketing?
Forecasting plays a central role in planning, especially in a country as dynamic as India. We rely on AI-based platforms to estimate category growth, consumer preference shifts, and product performance at the state level. Social listening tools such as Radarly help us track emerging conversations, giving early cues for portfolio adjustments.
In operations, we apply computer vision in over a dozen safety-related scenarios; from spotting employees missing safety gear to identifying movement risks in high-traffic zones. At the group level, we’re scaling technologies like predictive AI, PR GPT, and sustainability-linked models for agricultural and environmental optimisation.
Our internal AI platform, Horizon, connects talent with opportunity by linking individual capabilities with business needs. This supports a skill-based workforce model that encourages learning, mobility, and future-readiness. Across the organisation, AI contributes to better planning, engagement, and workplace development.
What area still moves slowly across the industry when it comes to AI adoption?
Wider integration remains key. Value grows when AI reaches across business functions; from demand planning and content to supply chain and hiring. This has guided our own roadmap, where capability has been built across touchpoints. Our approach—framed as “AI meets conviviality”—channels real-world experiences with intelligent technology. This combination drives relevance, consistency, and personal connection across all consumer interactions.
QUICK TAKES
A campaign where AI’s impact stood out most? The Absolut Vodka X Copy Lab project. The collaboration challenged how training data defines appearance and beauty. Through re-engineered inputs, it produced a set of fashion visuals that reflected inclusion and diversity, showing how AI can support cultural progress when guided with intent.
A skill that will define future leadership? Integrated sustainability thinking. This area influences everything—from innovation choices and brand storytelling to performance measurement—across digital and product functions.
A professional shift that required personal adjustment? Working in India brought new perspectives shaped by regional work styles and cultural codes. Immersing in this environment has added valuable depth to my learning curve.
A book or idea that influenced your outlook on innovation? Tata Stories by Harish Bhat. It outlines how visionary thinking redefined industries while supporting community development. It reinforces how innovation becomes more impactful when anchored in purpose.
A space that helps you recharge and gain perspective? The ocean. It’s where I reset, reflect, and reconnect with what matters.
A sentence that captures your leadership approach? Curiosity builds bridges to ideas, people, and possibilities.
IMFL manufacturer Tilaknagar Industries Limited (TI) has reported a major spurt in revenue and profit for Q1 2025. The company’s net revenue from operations grew 13.1% from ₹359 crore to ₹406 crore in the corresponding quarter last year. While the profit after tax (PAT), excluding exceptional items, showed a growth of 95.7%, rising to ₹77.35 crore from the ₹39.52 crore reported in the year-ago period.
TI reported a 62.6% growth in EBITDA from ₹48 crore to ₹78 crore in Q4 FY24, and they attribute this to improved operational efficiencies and volume-led growth,. Adjusted for subsidy income, the EBITDA stood at ₹65 crore, a 35.5% Y-o-Y growth.
The EBITDA margin registered a growth of 588 basis points; rising from 13.4% to 19.3% during the period under reference. In Q4 FY 25, the company recorded a volume growth of 20.1% Y-o-Y, signaling a strong return to its growth trajectory. This performance was reinforced by the successful completion of the Andhra Pradesh Route to Market (RTM) transition, which had previously impacted volumes. The company also reported significant market share gains across all key states, further reinforcing its competitive position in the Indian IMFL landscape.
Speaking on the performance, Amit Dahanukar, Chairman & Managing Director, Tilaknagar Industries said, “We anticipate sustained momentum, supported by continued market share gains across all major Southern states.”
For FY25, TI reported consolidated net revenue of ₹1,434 crore, up 2.9% Y-o-Y, impacted by a price reduction in Andhra Pradesh and muted volume growth in the first nine months. Despite modest growth in net revenue, EBITDA rose by 37.4% to ₹255 crore while PAT surged 62.9% Y-o-Y to ₹230 crore.
In FY25, TI made further progress in reinforcing its balance sheet, reducing gross debt and achieving a net cash position of ₹107 crore as of March 31, 2025. The Board of Directors has recommended a dividend of ₹1 per equity share for FY25.
During the year, TI strengthened its market presence, maintaining its position as the third-largest player in the Prestige & Above (P&A) IMFL segment in Telangana and Karnataka and the largest IMFL player in Puducherry, reflecting strong brand equity and deep market penetration. Additionally, TI has commenced distribution of the Spaceman Spirits Lab (Spaceman) portfolio, including Samsara Gin, in select markets. This follows the usership agreement signed between Spaceman and TI, marking a strategic step towards expanding TI’s presence in the premium craft spirits segment.
