The Media Dialogues | In Conversation With Sanjit Singh Randhawa Of Bacardi India

Summary

In this episode of Media Dialogues, Anuradha Gupta speaks with Sanjeet Singh Randhawa, Managing Director of Bacardi India, about the resurgence of live events and changing consumption trends post-pandemic. They discuss the success of the Bacardi NH7 Weekender festival and the significant growth opportunities in the Indian market, driven by a young population and premiumization. Randhawa highlights Bacardi's strategic focus on whiskey, premium spirits, and the increasing role of women both as consumers and in the company's leadership. The conversation also touches on the impact of digital marketing and the potential for e-commerce in the alcohol industry.

Takeaways

• 🎉 The return of live events like the Bacardi NH7 Weekender signals a shift towards reclaiming normalcy post-pandemic for both consumers and alcohol brands.
• 📈 Bacardi India's ambitious goal to grow its business five-fold by 2030 is driven by several factors including a focus on whiskey, the trend of premiumization, and a strong people-centric culture.
• 🥃 The company has experienced significant growth in its Scotch whiskey portfolio, emerging as one of the fastest-growing segments in India, with a year-on-year growth of over 50%.
• 💼 Sanjeet Singh Randhawa, Managing Director of Bacardi India, emphasizes the importance of a diverse and inclusive workforce, with 50% of leadership positions held by women.
• 📊 The Indian market is a priority for Bacardi due to its large young population, consistent growth year-on-year, and the trend towards premiumization in alcohol consumption.
• 🍸 The trend of 'drinking less but drinking better' is prevalent among young Indians, leading to an increase in the consumption of premium alcoholic beverages.
• 🛍️ The retail environment for alcohol in India is evolving, with larger, more consumer-friendly stores emerging, allowing customers to browse and select products, including women who are becoming more comfortable with酒精 purchasing.
• 🚀 Bacardi's commitment to digital marketing and engaging with consumers through content creators and online experiences has been a key strategy, especially during the pandemic.
• 🌐 The potential for e-commerce in the alcohol sector is seen as a significant opportunity for growth, although current regulations limit the scope of online alcohol sales in India.
• 🏆 Bacardi's diverse portfolio of brands positions it well to capitalize on the premiumization trend, with products ranging from rum to gin, tequila, and sparkling wines.
• 🌐 The geographical and socio-cultural diversity of India presents both challenges and opportunities for alcohol brands, with varying levels of acceptance and regulation across different states.

Q & A

What event was highlighted as returning after a two-year gap?

The Bacardi NH7 Weekender was highlighted as returning after a two-year gap, initially held in Pune.

Who is the managing director of Bacardi in India?

Sanjeet Singh Randhawa is the managing director of Bacardi in India.

What has been the response to the Bacardi NH7 Weekender returning live?

The response has been overwhelmingly positive, with packed crowds and high energy. The event had to limit attendance to 5,000 people per day due to restrictions, but it still saw a total of 10,000 attendees over two days.

Why is India considered a top priority market for Bacardi?

India is considered a top priority market for Bacardi due to its large and growing young population, significant market size by volume and value, and the trend of premiumization among consumers.

How has Bacardi's business in India performed since its inception?

Bacardi's business in India has grown every year since it started in 1998, except for a small decline during the COVID-19 pandemic in 2020-2021. Over the last 20 years, Bacardi India has experienced a compound annual growth rate of 25%.

What is driving the trend of premiumization in the Indian alcobev market?

The trend of premiumization is driven by consumers choosing to drink less but better quality alcohol, increased home consumption, the availability of a wider choice of global brands, and the transformation of the retail environment with more attractive, browseable stores.

What are Bacardi's major product categories mentioned in the interview?

Bacardi's major product categories mentioned include rum (Bacardi Rum and Bacardi Flavored Rums), white spirits (Grey Goose Vodka and Bombay Sapphire Gin), and Scotch whiskies (Dewar's, Aberfeldy, Aultmore, Royal Brackla). They also have Petron Tequila, Martini Vermouth, and Martini Sparkling Wines.

How has Bacardi's focus on whiskey impacted its business in India?

Bacardi's focus on whiskey has significantly impacted its business, with its Scotch whisky portfolio growing at 50% annually over the past three years. This focus is a key driver of their ambition to grow five-fold by 2030.

What role does digital marketing play in Bacardi's strategy in India?

Digital marketing plays a crucial role in Bacardi's strategy in India, allowing deeper consumer engagement through content and creator collaborations, and supporting virtual events like the Bacardi NH7 Weekender during the pandemic.

How is Bacardi addressing the changing retail landscape and consumer behavior in India?

Bacardi is addressing the changing retail landscape by capitalizing on the growing trend of premiumization, improving the retail environment with more attractive and accessible stores, and exploring opportunities for home delivery of alcohol in states like West Bengal, Odisha, and Maharashtra.

Outlines

00:00

🎉 Revival of Lifestyle Marketing and Bakari's Growth in India

The script opens with a discussion on the return to normalcy post-pandemic and its implications for alcohol brands that focus on experience and lifestyle marketing. The spotlight is on Bakari NH7, a significant event that took place live in Pune after a two-year hiatus. The conversation with Sanjeet Singh Randhawa, Managing Director of Bacardi India, highlights the company's portfolio, including Bakari, Breezer, Grey Goose, and Bombay Sapphire, and its ambitious goal to grow business in India five-fold by 2030. The segment also touches on the consumer behavior observed at the NH7 event, reflecting a strong desire to return to social activities and the positive response to Bacardi's marketing efforts.

05:02

🌏 Bacardi's Strategic Prioritization of the Indian Market

This paragraph delves into why India is a top priority for Bacardi, highlighting its status as the second-largest market by volume and value. The company's history in India, starting from its factory setup in 1996 and operational commencement in 1998, is underscored. The growth trajectory of Bacardi in India is remarkable, with consistent year-on-year growth except for a minor decline during the pandemic. The Indian market's potential, driven by a large young population and a trend towards premiumization, is identified as key factors in Bacardi's strategic focus. The segment also discusses the changing consumption patterns, with a shift towards 'drinking less but better,' aligning with Bacardi's portfolio of premium brands.

10:03

📈 Understanding Premiumization Trends in the Alcohol Industry

The discussion in this paragraph revolves around the concept of premiumization in the alcohol industry, despite the challenging macroeconomic context. Sanjeet explains that consumers are opting for quality over quantity, driven by a desire for a better drinking experience at home with friends. The influx of global brands and the transformation of the retail environment are also contributing factors. The paragraph further explores the diverse consumer behavior, with some trading up and others trading down, and the impact of travel experiences on consumers' brand preferences. The segment concludes with an emphasis on the importance of Bacardi's diverse portfolio in meeting the evolving consumer demands.

15:05

🚀 Bacardi's Growth Ambitions and Strategic Drivers

This paragraph outlines the factors driving Bacardi's ambitious plan to increase revenues five-fold in the next seven years. The focus is on the strategic bet on whiskey, particularly Scotch, where Bacardi has seen significant growth despite the pandemic. The ongoing trend of premiumization and the company's portfolio that caters to this demand are highlighted. The importance of the company's people, referred to as 'Primos,' and their role in driving the business forward is emphasized. The segment also touches on the diversity within the leadership team and the company's commitment to responsible drinking and providing a premium experience to consumers.

20:05

🛍️ The Evolution of Marketing and Retail in the Alcohol Sector

The script discusses the transformation in marketing and retail within the alcohol sector, especially in the context of digital marketing. The traditional constraints of advertising alcohol in India have been somewhat alleviated by digital platforms, allowing for more engaging and targeted consumer interactions. The impact of the pandemic on accelerating digital adoption and the success of virtual events like the Bacardi NH7 weekender are noted. The paragraph also addresses the evolving retail environment, with modern stores offering a better consumer experience and the increasing presence of women in alcohol consumption, signifying a shift in societal attitudes and market dynamics.

🛑 The Challenges and Opportunities in the Alcohol Market

The final paragraph touches on the complexities and potential of the alcohol market in India, considering the geographical and socio-cultural diversity. The declining taboo associated with alcohol consumption and the increasing participation of women are seen as positive trends. The challenges of limited retail access and the restrictions on e-commerce in alcohol sales are highlighted as areas for potential growth. Sanjeet shares his optimism for the future, reflecting on the industry's adaptability during the pandemic and the importance of maintaining a strong, efficient, and responsible business approach.

Keywords

💡Media Dialogues

Media Dialogues is the title of the show in which the script is set. It is a platform for discussions on various topics, in this case focusing on the alcohol industry's trends and marketing strategies. The show's format involves a host engaging in a conversation with a guest, which in this instance is Sanjeet Singh Randhawa, the Managing Director of Bacardi in India.

💡Bacardi NH7 Weekender

Bacardi NH7 Weekender is a significant event mentioned in the script, which is a music festival that serves as a marketing platform for the Bacardi brand. The festival had been held live in Pune after a two-year hiatus due to the pandemic, indicating the brand's reliance on experiential marketing to connect with consumers.

💡Experiential Marketing

Experiential marketing is a promotional strategy that involves creating memorable experiences for consumers. In the script, it is highlighted as a key approach for alcohol brands, like Bacardi, to engage with their audience, especially after the pandemic when people are eager to participate in live events.

💡Pandemic

The pandemic refers to the global health crisis caused by COVID-19, which has had a profound impact on various industries, including the alcohol sector. The script discusses how brands like Bacardi have been affected and are now adapting to the changing consumer behaviors post-pandemic.

💡Alcobev Brands

Alcobev is short for alcoholic beverages. The script discusses the consumption trends and market opportunities for these brands in India, emphasizing the growth potential and the importance of the Indian market for companies like Bacardi.

💡Premiumization

Premiumization in the context of the alcohol industry refers to the trend where consumers are increasingly opting for higher-quality, often more expensive, products. The script mentions this as a significant trend driving the growth of Bacardi in India, with consumers choosing to 'drink less but drink better'.

💡Portfolio

In the script, portfolio refers to the range of products offered by a company. Bacardi's portfolio includes several marquee brands like Bacardi Breezer, Grey Goose, and Bombay Sapphire, which cater to different segments of the market, particularly the growing premium segment.

💡E-commerce

E-commerce is the buying and selling of goods or services using the internet. The script touches on the potential of e-commerce in the alcohol sector, discussing the current limitations and the opportunities it presents for convenience and market access.

💡Inflation

Inflation is the rate at which the general level of prices for goods and services is rising, and subsequently, the purchasing power of currency is falling. The script mentions the impact of inflation on consumer spending and how it might influence the trend of premiumization despite economic pressures.

💡Diversity

Diversity in the script refers to the variety in Bacardi's leadership team and the importance of having a mix of genders and backgrounds. It is highlighted as a strength for the company, contributing to its innovative and inclusive culture.

💡Drink Responsibly

Drink responsibly is a message that promotes moderate and safe alcohol consumption. The script discusses how this message is becoming more prevalent, especially as more women are entering the alcohol consumption market and as society increasingly values health and safety.

Highlights

Media Dialogues introduction and host Anuradha Gupta.

Importance of reclaiming normal lives post-pandemic.

Impact of the pandemic on alcohol brands and experience marketing.

Bacardi NH7 Weekender returning live after a gap of two years.

Sanjeet Singh Randhawa's insights on the response to Bacardi NH7 Weekender.

Bacardi's expectation of business growth in India by 2030.

Observation of consumer behavior at the NH7 Weekender event.

Bacardi NH7 Weekender's 12th year of operation.

Premiumization trend in India's alcohol market.

Bacardi's focus on premium white spirits like Grey Goose vodka and Bombay Sapphire gin.

The increase of young people reaching legal drinking age in India annually.

The role of Bacardi's people and emphasis on diversity in the leadership team.

Bacardi's plan to play in the domestic Indian spirits market.

Impact of digital marketing and brand extensions for Bacardi.

The changing landscape of alcohol retail and consumer choice in India.

Transcripts

[Music]

media dialogues in 2022

hi welcome to media dialogues i'm

anuradha gupta we're all trying to

reclaim our normal lives going out

meeting people trying to put the

pandemic behind us and desperately

hoping we've seen the back of it for

alcohol brands that have relied on

experience and lifestyle marketing this

is good news now one of the biggest

events on the youth calendar bakari

bacardi nh7

was held again live on ground in i think

pune to begin with and has moved on to

subsequently to other cities after a gap

of two years now to find out what the

response has been to this and to get a

sense of what the indian market is

throwing up as far as consumption trends

are concerned i'm talking today to

sanjeet singh randhawa the managing

director of bakardi in india the company

counts bakari breezer grey goose doers

bombay sapphire martini just some of

it's my some of its marquee brands now

it also expects business in india to

grow five-fold by 2030. sanji thank you

very much for joining us from gurgaon

thank you radha it's a pleasure being

here with you

so give us a were you on the ground in

any of the cities that nh7 has been

conducted so far this year and what is

the experience what are the observations

in terms of the behavior people are

exhibiting being on the ground at the

showpiece marketing event for you guys

you know rather the bakari ns7 weekender

is in its 12th year

uh and i have been fortunate to be for

most of them across the years having

worked for bugatti for many years and it

was such a pleasure to be back

on ground in pune

in the uh on 26th 27th of march

and the energy

on ground was just fantastic you know

and we we had consumers walking up to us

and saying you know it's great to be

back it's great to be back in pune at

the nh7 weekend

and with bakari uh i mean we had

packed grout we had to limit the number

of uh

guests we could have at the festival

because of of restrictions

uh but even then it was packed we were

packed completely we had over two days

10 000 people

because the limit was 5 000 per day

and we had a great show

and we'll be back again in december uh

in pune and a few more cities in this

year india is supposed to be one of the

top 10 priority markets for your company

why that is so what is it about the

indian market and the in its ability to

consume alcobev

brands that makes it a priority market

you see india is

is our i mean the second largest market

by by volume and uh and by value if you

look at it and

bakari has seen that many years ago we

started business in and we invested in

this country in india way back in 1996.

we set up our factory and we were

operational from 1998 in india

and since then we've come a long way

and

you know the growth has been tremendous

one one data point that not many people

talk about is bakari in india

has grown every year

from 98 the only only year where we had

a small decline was in because of covet

in the year 20 20 21

but other than that every year we've

grown year on year

uh and if i had to look at the last 20

years of kaggar uh we've been 25 plus

so it is a priority market because of

the opportunity that that is there

uh the large young population uh we add

probably

i think five to six million uh young

people to the to the legal drinking age

every year

uh

the other thing of late and why it is

even more so today is because we are

seeing a trend of premiumization

and we have a portfolio to address that

today's young indians are saying i'll

drink less but i'll drink better yeah

and and uh and our brands are there to

serve that you know to serve them and

and provide them that experience that

word premiumization that is a word that

you've just used and i had you know hina

nagarajan of diazio on this show a few

weeks ago she said the same thing that

is something that most alcobev companies

are reporting and are latching on to

what is driving premiumization uh given

that also we are living in times of

inflation we are talking about people's

incomes getting affected quite badly in

the last two years unemployment figures

rising this up trading and

premiumization how does that how do i

understand that in the context the

larger macroeconomic context of people

and their livelihoods

so as i said people are drinking less

but they're drinking better so the

affordability comes there because they

say i'm not going to drink to get drunk

anymore i'm drinking to just enjoy the

company of my friends uh in at the right

occasions in the right

you know environment that i am in uh

second drinking at home has taken a rise

during the pandemic period and therefore

rather than drink something very

expensive in the entree i can afford to

drink something better at home and with

a close group of friends and that has

again fueled pre-memorization

you are you are seeing a kind of diverse

pull you know the middle segment people

are probably trading down but some of

them are trading up

and that's leading to the premiumization

uh story as well

third you are seeing an influx of brands

global brands being available and

consumer having a wider choice today

and and when the consumer has the choice

he will choose something that is good

also you're seeing a dramatic

uh metamorphosis of the retail

environment of the liquor industry yeah

the type of stores that are coming up

you know you see big big stores

browseable outlets i mean consumers can

walk in

pick and look at the bottle read the

labels gone are the days when you put

100 rupees under a cage and then you

were given one bottle you know

today today you have a choice and and

women are drinking and feeling

comfortable walking into a store and

picking up a bottle uh and a bottle of

their choice

so all that is fueling and people are

traveling before pandemic they were

traveling they had access to brands they

came back and they they were they were

they were quite happy to see the same

brands available in indiana domestic

stores

so all of this pulled together is kind

of fueling this premiumization there's

so many trends that you have laid out

there

i just announced at the top of the show

that you all are looking at a five-fold

increase in your revenues in the next

seven years which of these trends will

really be the driver for those kind of

goals

so

what is driving our ambition to grow 5x

uh

is the few things uh one is our big bold

bet on whiskey

bacardi has been known to be a rum

company worldwide yeah but as you know

we also have leaders in the premium

white spirits with great ghost vodka and

the bombay sapphire gin

but not many people did know that we had

a great portfolio of scotch whiskies and

award-winning liquids at that as well

but it was scotch whiskey

so over the last four years we've we've

kind of focused our energy and resources

on whiskey and with scotch whiskey and i

i mean we've emerged as possibly the

fastest growing scotch whiskey in india

over the last three years our scotch

risky portfolios are growing at 50 plus

now

and and right through pandemic as well

so our big bold bet on whiskey is is one

thing that encourages us to go after

that ambition the second as i talked

about is the premiumization trend that

we are seeing happening in india and our

portfolio being being having the right

to win in that situation

but both would goes uh with gregors with

bombay sapphire with our premium skews

of dua's whiskey with 12 15 18 are more

whiskeys abba feldi uh baltimore and

royal brackler uh and then of course

petron tequila and then you can i can go

on to

martini uh vermouth and martin sparkling

wines so there's a large portfolio which

addresses that consumer need

uh so that's the second uh part of that

the third one is uh

is basically our people you know we we

lay a lot of emphasis on our people

and in bakari we address our employees

as primos which is spanish for cousins

so our primos are our biggest assets

after our brands

and our investments behind our people

our culture that we build upon

we live by certain values of fearless

family and founders to say

that and a very highly engaged team and

over the years we've kind of laid focus

on diversity as well

and you know we we've added today i can

tell you that my leadership team

uh

50 percent of my leadership team are

women

my cfo is a woman my marketing director

is

an expat coming from uk a woman uh my

head of legal is also a young lady

and that's been a big change

so people is the third pillar

and the fourth one is very interesting

it is our ambition to play where the

consumer is and therefore we will have

an ambition of playing in in domestic

indian spirits premium end of the indian

spirit segment as well

so the all of that will fuel our

ambition to touch 5x okay so let's take

each one of those and get you to amplify

a little bit more right to win that

reference to the brand portfolio that

you have um give us a sense of how that

will play out in the premium domestic

spirit space that you just mentioned at

the end

of this

answer we look at the traditional

categories in india

ram we are present with bacardi rum and

our play at the top end of the rum

segment with bakari kata blanca and the

bakari flavor drums is is growing quite

rapidly

we also play in the dark rum segment

with black by bakari

another brand that has really

accelerated over the years

so we are playing and addressing the

consumer in the domestic doctrine

segment as well who have moved up

towards bakari

over the years i mean

today bacardi rums is at uh i mean we

are uh over three million cases three

and a half million pieces of bugatti

rums that we sell across our portfolio

in india

so so that's one

if i move on to to uh

white spirits with grey who's vodka we

are category leaders at the super

premium end with rainbows vodka and that

that will continue even if we just keep

maintaining our share of 60 plus at the

super premium uh

vodka you still stay market leader

he will still stay market leader

we are still market leaders in jin in

premium gin but i must say that i must

admit that we have seen an influx of you

know indian premium indian craft gins

who have come in

under the category so the gin cavity has

expanded

we are growing high double digits in

bombay sapphire as well and we still

have uh market share leadership

on jin as well the smaller categories

like tequila and sparkling wine and

vermouth we are already leaders there

and we'll continue to have that

leadership position we have the right to

win that right the most interesting

thing is whiskeys

now in whiskey uh let's start with

scotch whiskey the largest uh i mean the

most

interesting category of whiskey today in

india is fortunately yeah

uh we are not dominant we are far behind

uh diacio and porno uh but i think over

the last four years we have become a

credible player in the scotch whiskey

segment from nothing to to having about

five percent market share of this

fascinating segment says a lot and we've

grown rapidly at about 40 50 percent

year on year across our scotch whiskey

portfolio and that trend will continue

because we are very proud of the liquids

that we have in diverse and

award-winning liquids at that as you

probably would have heard recently we

launched for our southern markets are

playing brandy

yeah i did

good man brandy and i had taken the very

premium price positioning there early

days yet uh we just launched it in

december somehow it's in january but

that's something that's promising that's

been our first foray into a made for

india product really sanjeet how much

has marketing changed as a result of

this right explosion of digital

marketing and digital media which leads

that marketing because you know alcobar

brands because of india's regulations

and how you you know the fact that you

can't advertise so surrogate advertising

was the route that al kobe branch took

and this was legitimate in the sense

that whatever was using the same brand

name the brand extension uh would have

some scale of business that was approved

by the regulators but today with digital

marketing you don't have those

constraints so i want to get a sense of

how that freedom is going to play out in

the way you guys market your brands

so first you're right i mean uh

we don't like the word surrogate and

it's brand extension i'm glad you said

brand extension to the end so brand

extensions for us are legitimate

businesses yeah whether it is a premium

soda water for doers which we import

from scotland and sell in india and in

future we would bring in non-alcoholic

products as well which will be which

will be

uh you know credible and uh authentic

brand extensions and those would be

advertised

but digital

digital has truly become a second

language for our consumers and the

consumers are consumption the

consumption of digital

is is there for for everyone to see and

the explosion in india is there

and and we are uh we are engaging with

the consumers with content with uh the

creators who put out content supporting

our brands and our experiences and that

is something that would continue

you know even through the pandemic uh

you mentioned about the bacardi nf7

weekend for two years we took it virtual

yeah and and even even when we went

virtual we had record attendance uh in

in the in this in december of 2020 we

had 21 000 people log in at one time uh

to uh to

to consume the

the weekender experience

so so those are efforts that will

continue to uh to be part of our market

but has digital has digital media and

digital marketing and the targeting and

performance that it allows you has that

sort of unshackled the alcobaf category

i don't just mean bacardi but i mean the

entire category in india specifically

well it does give us an opportunity to

engage far deeper with the consumer

than what we were allowed to do before

uh i must admit that yes digital does

give us that avenue the other thing that

you mentioned in the

fee the drivers of your 5x growth plans

uh were women not just the diversity in

your leadership team and

you know but also consumers the women

were consuming more what are women

drinking because we heard wine at one

point then we hear jin

you know anecdotally women are drinking

whiskey

what are you

observing at bakari

i think women are into every category

and

predominantly i would see that you know

part of this what is fueling the gin

growth is is more women taking to a gin

gin and tonic has become the favorite

cocktail

uh easy to make and at home consumption

that's almost go to a drink you know a

gin and tonic

so that's one thing that stands out

straight away traditionally we have

always had a 50 50 skew uh for our rtds

with breezer uh 50 of our conversion

came from women in case

so that continues uh

and uh but you know i i mean

increasingly i see i see women in in the

circle that i work in and i mean they

are drinking single malts we have women

in our business who are

consumptions of even aged doctrines all

i can say that we are seeing an

increasing trend of women entering into

the

alcohol consumption

and and but you know

in a way

it's also

fueling the whole

uh drink responsibly uh effort as well

you know because

when it's boys only sometimes i drink

responsibly is is not the priority but

when there's a mixed group it becomes

that and that has really driven that

agenda forward of more youngsters

wanting to drink responsibly and as i

said before drink less but drink better

the other thing that's interesting is uh

you know the experience of the the

purchase experience which is stores are

looking better you can order you can

order

alcoholic beverages online now you know

you have apps in some states that it

allows that um give me a sense of how

e-commerce give me a sense of how

certain states and the kind of rules

that they've brought into place to

facilitate alcohol

sale and purchase of alcoholic brands

how is that going to help the business

currently it's not really e-commerce

in alcohol that's not really allowed

what is allowed by some states and

specifically west bengal orissa and

maharashtra allow home delivery home

also isn't it sanjeet

uh not really i mean it's uh it's not uh

there were plans to have it it's not

really taken off as yet

but home delivery is basically from the

retail store

yeah so you have either the aggregators

like swiggy is delivering in west bengal

and orissa yeah and invest in

maharashtra uh the retail stores

themselves have their own aggregator

apps or whatever and and who are then

delivering uh to the consumers within

their radius of operation

uh what i would love to see coming in

the new future in the near future would

be e-commerce uh

really taking off in the alco alcobar

sector do you see that happening what's

your sense

uh i can't say that right now because i

have not heard anything uh strong uh

sense coming from the governments as yet

but it's something that i would like to

hope that it would happen

sure because that's what the consumer

wants i mean that convenience if today

he can order anything on the grocery

list and get delivered in 10 minutes now

in some cities

uh there will be a time hopefully that

alcohol can be delivered and with with

the guard rails that the government

wants to put you know well the guard

rails have to be there now i think it's

a matter of uh finding that balance of

the ability for e-commerce platforms to

uh to secure that transaction india is

an unusual country in the sense of the

great geographical diversity and the

socio-cultural context so you know

alcohol consumption is taboo in some

places prohibited in some states opening

up in some other states uh do you see

that taboo associated with alcobarf

consumption something that is declining

pan india yes i think it is

it is

and as each successive generation of

indians

continue on a journey of drinking

responsibly

that that taboo will will diminish year

by year

and

and as more women come into this you're

seeing that starting in the metro city

because it will go down to the tier 2

tier 3 cities soon

as

uh you know the restrictions on the

retail environment are eased up and

people are able to go and choose and

have a make a choice of what they want

to consume

those tables will will diminish

but the fact of the matter is that we

still have a very restricted universe of

retail stores i mean it's 70 80 000

retail stores across the country a

country as big as this

compare that to uh let's say fmcg which

are in millions

yeah so

so that that's

the head room in terms of market access

that that you you will be aiming towards

or you'd like to aim towards as a

category and industry right

yes we need that retail store access we

need uh e-commerce access to get to the

operator audience so that is something

that uh i'm sure will happen in years to

come

right sanjeev we're going to have to

wrap this up but i want you to give me a

sense of what makes it uh exciting or

challenging both in this business

because you've spent

a considerable part of your career in

this in this industry isn't it

yes i have spent over 30

years industry across various companies

more than 20 years with bacardi

and

people ask me that you know

why why are you still here

and all i say is that every day is

interesting every day there's a new

challenge and there's something

interesting to do

uh it's a dynamic industry you know one

thing that we've learned as an

organization

right through the pandemic was how to be

more efficient with our

resources that's forced us to do that

you know

the focus to focus on cash for example

forced us to focus on really

asking ourselves where every rupee we

are spending are we maximizing the

return on that

because the choice was otherwise to let

go of people and we didn't want to do

that we didn't let go of a single

individual single primo of bacardi right

through the two years of pandemic

everybody

including including people who are

employed through third partners like our

distributors or our factories

not one of them because we said we will

tighten up everywhere else we'll get

more efficient at doing everything else

we do

but we must keep the home fires burning

we just closed the year with tremendous

growth

we are back to growth even versus the

the free pandemic period and i always

i'm only very positive looking forward

about uh what we have to achieve

great well that's a that's a good high

note to end this conversation on sanji

thank you very much for joining us and i

wish you and your entire team at bacardi

in india a lot of good luck thank you

thank you

thank you very much thank you and thank

you very much for watching we'll be back

again with another conversation on media

dialogue so do look out for us thank you

[Music]

media dialogues in 2022