Brown-Forman plans to bring India into the top 10 scotch markets within five years
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Business Standard
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Brown-Forman plans to bring India into the top 10 scotch markets within five years

American spirits producer Brown-Forman aims to make India one of the top ten markets for its portfolio of scotch whiskies within the next five years. This ambition is based on growing consumer interest in premium beverages and favorable conditions created by the free trade agreement between India and the United Kingdom, a senior executive at the company reported.

Brown-Forman, known for iconic brands such as Jack Daniel's and Woodford Reserve, sees significant potential in the Indian scotch market, which is the largest in the world by sales volume. This growth is driven by increasing consumer premiumization, greater experimentation with international whisky styles, and a willingness to pay for high quality.

The Kentucky, USA-based firm began its presence in the Indian scotch market in May of this year, introducing its high-end single malt, The GlenDronach. The company further plans to introduce Benriach, followed by Glenglassaugh, gradually expanding its presence in the country, noted Adip Agarwal, Global Vice President of Malt and Irish Whiskey at Brown-Forman.

Agarwal told PTI in an interview: 'I would like this market to ideally become one of the top ten markets for my portfolio within the next five years, given the scale of opportunity we see here.' He added that in the long term, India will be a 'critically important part of the scotch strategy' for Brown-Forman. The company entered the scotch segment in 2016 after acquiring The BenRiach Distillery Company and adding the single malt brands The GlenDronach, Benriach, and Glenglassaugh to its portfolio.

Furthermore, Agarwal stated that in addition to scotch, the company intends to introduce its Irish whiskey offerings as part of a broader portfolio expansion strategy. The free trade agreement between India and the UK, which came into effect on July 15, 2026, should stimulate scotch whisky sales by reducing import duties from 150 percent to 75 percent, with subsequent phased reductions to 40 percent over the next decade.

This agreement has already improved the price competitiveness of imported scotch in India. Reports indicate that competing companies, such as Diageo and Pernod Ricard, have reduced prices on some brands by approximately 10–15 percent in four states.

Agarwal expects the trend toward premiumization in India to continue, driven not only by rising prices but also by consumers' desire to pay more for higher quality and uniquely crafted products. He emphasized that consumers are premiumizing in two ways: they are willing to spend more for better quality, and they are increasingly able to recognize value through knowledge.

Brown-Forman believes this shift will support demand for premium single malts, but the company does not plan to compete in the mass-market scotch segment. 'We will not rush; we believe in what is inside the bottle,' he said, adding that the company hopes to capture market growth rather than just take share from existing players.

In addition to scotch, Brown-Forman intends to gradually expand its overall spirits portfolio in India, including gin, tequila, and Irish whiskey, as part of its market focus. Agarwal noted that although Jack Daniel's has been present in the market for a long time, there has been a strategic shift, and the company will now focus on the market by introducing more portfolio options, as it believes in the long-term prospects of this market for Brown-Forman.

The company will introduce brands in phases, based on market opportunities and consumer demand. 'The right time will come to introduce the necessary brands to the market. That is why we started with the American portfolio. Now you see scotch,' he concluded, noting the goal of building a strong premium spirits portfolio in India in the long run.

According to the Scotch Whisky Association (SWA), in 2025, India was the world's largest scotch whisky export market by volume, exporting over 220 million bottles. Shipments to India have grown by more than 200 percent over the last decade, demonstrating the scale of opportunity for scotch producers in the country.

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Indian Global Competence Centers Transition to Developing Products for the Global Market
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yourstory.com

Indian Global Competence Centers Transition to Developing Products for the Global Market

India has long served as a global hub for technology services; however, the country's growing engineering capabilities are opening new avenues for product creation, intellectual property (IP) formation, and taking responsibility for innovation. As multinational corporations expand their research and development (R&D) centers in India, Indian teams are moving beyond merely executing assigned tasks to solving complex problems and creating solutions for the global market.

At the TechSparks 2026 event by YourStory, company leaders shared their vision of how India's Global Competence Centers (GCCs) can move up the value chain. The discussion covered the importance of product localization, building industry expertise, and developing problem-solving skills.

Kalavati G.V. noted that medical solutions cannot simply be transferred from one market to another, emphasizing: 'What works in the US does not work in India.' She explained that while medical technologies are global, healthcare must be local because solutions must account for differences in lifestyle, disease prevalence, accessibility, and level of medical care.

Previously, companies often adapted products designed for developed markets by removing features to align them with Indian needs. However, this approach failed to meet the diverse medical needs of the country, which span private hospitals, government institutions, and district clinics. Consequently, the company began collaborating with Indian clinics, hospitals, and clients to develop solutions that meet local requirements. 'We started co-creating some ideas with Indian clients,' she said.

An example of this approach is the C-arm visualization system, which was developed, designed, and manufactured in India to meet local needs. This product is now used in 40 other markets and has an installed base of 1400 units. Furthermore, Kalavati reported that the share of Siemens Healthineers software specialists based in India has reached about 50%.

For Lufthansa Systems, India's advanced engineering ecosystem and automation achievements offer opportunities to leverage existing capabilities within the Lufthansa Group. Although Lufthansa Systems recently commenced operations in India, the broader group already employs over a thousand people in the country. The CEO of the company in India, Luigi Chelmi, stated that they do not consider themselves lagging but see an opportunity to benefit from advancements in automation and established industry partnerships.

The expanding aviation and aerospace ecosystem in Bengaluru is also attracting attention. In a sector where reliability is critical, engineers must possess deep industry expertise and focus on change validation. Chelmi noted that engineers spend more time validating changes than creating them.

At Mercedes-Benz Research and Development India, the evolution lies in shifting from task execution to taking ownership of broader engineering challenges. While the vehicle remains a global product, Manu Sale indicated that the head unit—the digital interface inside the vehicle—offers opportunities for customization. Previously, India solved problems based on given instructions, but the focus has now shifted to asking questions: 'What is the problem? What is the big problem? Give me a clear statement, and I will try to solve it.'

Sale emphasized that this shift allows Indian teams to take responsibility for entire systems and subsystems instead of depending on daily directives from global headquarters. As engineers accumulate product knowledge and systemic expertise, they can engage with headquarters at a higher level and take charge of more complex tasks. He also stressed the need for India to move beyond traditional IT services and start creating products for both domestic and export markets, aiming not just to connect layers of technology but to develop expertise to own the entire stack.

These ambitions are reflected in the broader GCC ecosystem. Kalavati cited Nasscom data showing that 39% of GCCs in India are involved in product development, including product management, while about 9% act as transformation hubs. She concluded that 'we have reached a stage where, given the growth of the ecosystem, we can own complete products.'

Creating original IP also requires companies to start with a problem they want to solve, rather than a technology they want to implement. Kalavati advised organizations to rely on product experience, physicians, client relationships, and partnerships with hospitals and startups to develop solutions that address unmet needs. Sale agreed with this view, stressing that innovation begins when teams transition from service-oriented thinking to identifying problems and developing solutions.

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