Sumit Jaiswal, COO at Grover Vineyards on exports, premiumisation, RTDs, and the future of India’s fast-evolving wine market
Indian wines are gaining visibility internationally. How would you describe Grover Vineyards’ reception across export markets over the past 12–18 months? Which factors have contributed most to this growth?
Historically, Grover Vineyards has always enjoyed strong global credibility. We were the first Indian wine to be listed at Waitrose in 2009–10. From our earliest years, our winemaking philosophy has been shaped by world-renowned collaborations. We began with George Vesselle of Champagne Mumm and, shortly after his retirement, brought on Michel Rolland, one of the most influential figures in modern winemaking. His team has been involved with us since 1995, and this global guidance has helped us build wines that appeal to international palates while staying deeply rooted in Indian terroir.
Our approach has consistently been to maintain global standards while letting the unique character of Indian soil, climate, water, and air come through naturally. This is why wines from newer regions like India or Thailand are increasingly finding acceptance abroad—global consumers now seek originality and terroir-driven styles, not just classical Old World profiles.
The last 12–18 months, however, have been challenging. In the U.S., new trade barriers have significantly affected us, and we haven’t shipped anything since May due to the duties imposed on Indian products. Europe has been no easier; consumption has declined, and many wineries are burdened with excess inventory, which indirectly creates pressure on exporters like us. Still, we have held ground better than many because our distribution is strongly supported by the Indian diaspora and the Indian restaurant ecosystem.
Despite these global pressures, we have seen significant milestones. In October, Tesco listed three of our wines—Art Collection Sauvignon Blanc, Art Collection Cabernet Shiraz, and our Soirée Brut sparkling wine—which is a major endorsement. Markets like Japan continue to show steady, organic growth, further strengthening our international footprint.
A persistent structural limitation is the absence of Indian FTAs. For example, South Korea, one of the world’s strongest red-wine markets, remains virtually closed to us because of the lack of a trade agreement. Meanwhile, wine-producing nations often subsidise exports, landing their wines cheaper abroad, while Indian wines face high taxes at home—still being classified on par with spirits in most states. Despite these barriers, we remain among India’s leading wine exporters with a strong presence in France, Japan, Germany, the U.S., and the U.K. Looking ahead, export performance will depend on how global trade policies evolve, but the fundamentals of our wines remain strong and recognition continues to grow.
With U.S. trade policies tightening and markets becoming price-sensitive, how is Grover Vineyards navigating intensified competition both in India and abroad?
The evolution of the Indian wine industry has been dramatic. In 2008, the sector expanded suddenly—from three major wineries to more than 50—after government policies encouraged farmers to venture into winemaking. While this generated excitement, it also created oversupply at a time when the consumer base was still developing. Many producers resorted to heavy discounting to clear inventory, a practice that continues to influence pricing expectations in the market today.
Grover Vineyards chose a different path. Instead of joining aggressive discounting trends, we focused on strengthening our fundamentals. This approach has meant that we have experienced cycles of highs and lows, but it is also what has kept us resilient while many early wineries have exited, pivoted, or consolidated. Our relevance today rests on a few defining pillars.
At the heart of everything is our uncompromising commitment to quality. Whether it’s the Art Collection or the refreshed Art Collection Nu, our wines have consistently set benchmarks within the Indian segment. Quality begins in the vineyard, which is why our team of six viticulturists—one of the most experienced teams in India—ensures meticulous grape-growing that gives our wines consistency, structure, and distinction.
Innovation is another major driver. Our Signet range incorporates diverse techniques—from ageing in concrete and foudres to Italian gleam and foras—and the use of optical sorting, a technology rarely seen in India, further elevates precision in winemaking. Equally important is ensuring that the brand stays contemporary, which is why we periodically redesign our labels and packaging to appeal to new-age drinkers while staying true to our heritage.
Finally, our strength is deeply tied to consumer loyalty built over three decades. Generations of wine drinkers have trusted Grover, and this enduring relationship has allowed us to weather competitive pressures while maintaining our leadership position. As both domestic and international markets become more crowded and price-sensitive, we will continue to focus on these core principles—quality, innovation, consistency, and trust.
What key alcobev trends will shape Grover’s strategy over the next 2–3 years? How will these shifts influence the broader wine market?
Globally and in India, three major trends are redefining the alcobev landscape: the rising popularity of cocktails, the growing fascination with shots, and a shift in Gen Z consumption patterns, which tend to be lighter in metros but remain enthusiastic in many Tier 2 cities. These shifts naturally influence how we approach wine. Over the past few years, we have been investing heavily in premiumisation. This includes launches such as a super-premium Chardonnay, new La Réserve variants, a Riesling, a Late Harvest wine, elevated dessert wines including India’s first red dessert wine, five new Signet variants, a traditional-method sparkling wine, and India’s most premium Cabernet Sauvignon. These additions have significantly strengthened the top end of our portfolio.
At the same time, we refreshed the Art Collection Nu to broaden our appeal. The new labels are vibrant, modern, and youthful, designed to make wine feel approachable without compromising on sophistication. Recognising the cocktail wave, we also introduced Misfit, India’s first wine-based cocktail spritzer range, comprising six ready-to-drink options—Bellini, Mimosa, Kir Royale, Kalimotxo, Cranberry, and Sangria. The response in Karnataka has been strong, and expansion is underway.
The direction of the industry is clear: premiumisation, cocktail culture, and evolving youth consumption. Our strategy is to stay ahead of these shifts with strong product innovation and relevance.
Younger consumers—especially in the 25–35 age group—are increasingly choosing wine over beer due to its aspirational appeal. How is this behavioural shift influencing category growth and opening new opportunities for Grover?
The low- and no-alcohol movement presents a meaningful opportunity for the future, and we have already begun to invest in this space. Currently, our capability to produce sparkling cocktails is centred in Bangalore, where regulations require a minimum of 4 per cent ABV, keeping our RTDs at around 7 per cent, which is significantly lower than traditional still wines. With our upcoming unit in Maharashtra, where regulations are more flexible, we will gain the ability to produce even lower-ABV variants and meaningfully expand our no-and-low portfolio.
What sets us apart is the format itself. While India has several RTDs, none offer cocktail-based formats like ours. A packaged Bellini or Mimosa is unavailable anywhere else in the country. These cocktails are loved in bars worldwide, and we have successfully translated that experience into a convenient, ready-to-drink format that resonates strongly with younger consumers. In terms of production philosophy, we remain sustainably managed—though not organic—and continue to lead in premiumisation.
Together, these developments reflect how we are evolving in step with new consumer behaviour while staying true to our core identity.
Given the regulatory restrictions on alcohol and ecommerce in India, how do you see this shaping access, brand visibility, and the future of wine retail?
Ecommerce regulations remain one of the biggest limitations for the alcohol industry in India. The only exceptions exist in the zero-alcohol category. Brands like Seedlip, which produce zero-alcohol spirits through spinning-cone technology, are able to retail on platforms like Amazon. Globally, several boutique wineries are producing impressive zero-alcohol wines, and I recently tasted one at ProWine in Spain that had genuine structure—something rarely seen in India.
For now, digital platforms in India primarily serve as channels for education, discovery, and community-building rather than actual retail. Until regulations evolve, online platforms will remain tools for consumer engagement rather than direct sales. Within this landscape, we will continue to strengthen awareness, promote moderate consumption, and enhance access through offline channels.
What are Grover’s major expansion priorities for the next 24 months?
Over the next two years, we are focused on a few high-impact priorities. One major thrust is a rapid distribution expansion for our sparkling RTD range. Within the next four months, we plan to scale aggressively across all markets we are allowed to supply from Karnataka. Parallelly, we are preparing for a significant upgrade to our production facility in Nashik within the next 18–24 months. This will enhance our manufacturing capacity, improve operational efficiency, and support future innovation, including lower-ABV formats if regulations become favourable.
We are also strengthening our wine tourism and hospitality presence. Our partnership with Trippy Goat at our Bangalore winery lounge is designed to elevate the on-ground consumer experience, attract a wider audience, and deepen engagement. With wine still representing just 0.3 per cent of India’s alcobev market, expanding access remains a long-term priority. Through strategic collaborations, curated experiences, and increased visibility across hospitality destinations, we aim to accelerate adoption in a largely under-penetrated category.
Overall, distribution expansion, enhanced production capabilities, and experiential collaborations will be the primary drivers of meaningful growth for us in the near term.
