Belgian beer giant AB INBEV, with a premium portfolio including Budweiser, Corona and Hoegaarden, is promoting its focus on India – a market that has become Budweiser’s fourth largest global market. Supported by Hoegaarden’s keen digital positioning, the experience of immersive music leadership, and the ever-expanding Flavour-Inder drama, the company is chasing a long-term growth in a strictly regulated category. Talk to it MintVice President, India, AB INBEV – Vice President of Marketing and Trade Marketing, discusses the growing media portfolio, responsible drinking activities, the growing growth of artificial intelligence (AI), and what makes India the new high-power beer market just beginning. Editing excerpt:
In categories such as direct advertising are restricted, how do you build visibility and connect with consumers?
First, we respect the law of the land – in every market we operate. But within that framework, we find strong leverage. The biggest one is the product itself – quality is our biggest advertising. Then there is experiential marketing – both at large events like Lollapalooza and in more intimate settings such as bars, cafes and point-of-sale activations. Our goal is to attract consumers’ information, sports and lifestyle moments when they are most open to their information. Moreover, digital roles also play a huge role, with a keen positioning and meaningful partnerships.
Our view of premiums has become a buzzword.
Has India been your premium market, or has it been a recent change?
Our view of premiums has become a buzzword. When Budweiser launched here in 2008, there was no field of premium beer. We pioneered this. Today, the segment accounts for about 15% of the Indian beer market and grows. With the growing growth of one-time income, urbanization and ideal lifestyles, consumers are seeking better experiences and more authentic brands. We saw this in Budweiser, Corona and Hoegaarden.
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From a business perspective, how important is India’s importance to global AB INBEV?
India is now the fourth largest market for Budweiser in the world, which is a huge milestone. We are also one of the fastest growing markets for APAC. We don’t reveal the numbers because we are not listed in India, but I can say here that our investments (marketing, sales and trade) are increasing year by year. We are very optimistic about India’s opportunities.
What is your portfolio like now? Are there any plans to introduce more brands?
Our premium and super premium portfolio includes Budweiser, Budweiser Magnum, Corona and Hoegaarden collections, which include the original Witbier, Rosée and nectarines. We also offer options for non-alcoholic beverages such as Budweiser 0.0 and craft labels called Seven Rivers. Some traditional brands (such as Haywards 5000, knockout and Prime Minister) are also present in regional markets. Currently, we focus on expanding current premium brands, but we are always willing to explore new releases when the time and consumers are ready.
How does your media portfolio develop, especially between digital and traditional formats?
Interestingly, while most brands have changed from tradition to digital, our journey has been the opposite. We have always been digital first – it allows us to aim sharply, optimize spending and reduce waste. Programmatic buying, influencer marketing, social media – these are still at the heart of us. But as our brand expands in scale, we have also begun investing in traditional channels such as TV and outdoor. Even then, the share of the lion is still used for numbers and experiences.
What role do AI and Martech tools play in your marketing efforts today?
Globally, AB Inbev has experimented very early on – we even launched NFTs a few years ago. In India, we have begun using AI in content creation, programmatic buying and smarter media plans. It’s still early, but hopefully. Using first-party data, we can now locate and create relevant real-time content more accurately. But this space is developing so fast that a new learning curve is needed every year.
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What are your strategies for taste and innovation, especially under Hoegaarden?
Hoegaarden has been a key brand of innovation we lead through Flavour. We introduce hybrids like Rosée (Raspberry) and nectarine, as well as the original Witbier. These are finding traction among urban consumers who want to explore beyond beer. Today, about 99.5% of India’s beer is still in beer, so there is a great opportunity to expand the consumer flavor. Flavor is a route and we will continue to explore it in a calibrated way.
Music is such a strong marketing pillar for you, what is your sports plan?
Music has been a focus for over a decade – from boiler chambers and supersonics to Lollapalooza and Corona sunsets. But the movement is definitely on our radar. Globally, we have partnered with FIFA, EPL, La Liga and others. In India, we have been using these moments so far for advertising, but we are now looking at deeper fan activations. Over the next few months, you will see some big announcements in the sports space.
Today’s consumers want real and purposeful brands. Just telling a great story is no longer enough – you still need life.
Have you seen a change in the relationship between young Indian consumers and brands like Budweiser or Corona?
Absolutely. Today’s consumers want real and purposeful brands. Just telling a great story is no longer enough – you still need life. We focus on storytelling. That’s why Budweiser’s new “You Are To Part” campaign has fans (not artists) at the center of the story. It celebrates the energy and expectations that fans bring to the festival and cultural experience. It is made in India, it is completely native and rooted in how young Indians experience music and community.
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