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<keyword id="6355394" type="COMPANY" weightage="80" keywordseo="United-Spirits">United Spirits</keyword>, the country's largest liquor company and the maker of McDowell's No 1 and <keyword id="2871626" type="UNKNOWN" weightage="80" keywordseo="Royal-Challenge-whisky">Royal Challenge whisky</keyword>, reported a net loss of Rs 1799.3 crore during the January-March quarter. Exceptional items, including provision for loans and advances to <keyword id="169273" type="COMPANY" weightage="80" keywordseo="Whyte-Mackay">Whyte &amp; Mackay</keyword> debt, was at Rs 1755 crore. 
	 

	Total income rose nearly 6% to Rs 2,051.3 crore in the fourth quarter from Rs 1,943 crore last year. Staff costs increased 45.3% to Rs 212.3 crore including Rs 34 crore towards provisions for its employee incentive scheme. United Spirits is now controlled by <keyword id="227706" type="COMPANY" weightage="80" keywordseo="Diageo-Plc">Diageo Plc</keyword>. It managed to reduce its operating loss during the fourth quarter to Rs 11.9 crore from Rs 927 crore in the corresponding quarter last year. 
	 

	Gross margins improved by 480 basis points partly helped by 1% decline in advertising and promotion spends at Rs 196 crore. United Spirits’ profits are down for the quarter due to provisions for loans at Rs 184.85 crore while loss on sale of shares of a subsidiary was Rs 10.85 crore. Provision for a loan to a related party amounted to Rs 995.46 crore and profit on sale of <keyword id="130726" type="UNKNOWN" weightage="80" keywordseo="manufacturing-unit">manufacturing unit</keyword> was Rs 35.65 crore. 
	(Image: Indiatimes)

United Spirits in low spirits! The firm posts loss at Rs 1,799 crore

<ul><li>In our latest interview series, we talk to brands to understand how they are coping with the new normal and their strategies towards navigating these difficult times.</li><li><keyword id="2847512" type="PERSON" weightage="20" keywordseo="Kartik-Mohindra">Kartik Mohindra</keyword>, Chief Marketing Officer, <keyword id="6444941" type="PERSON" weightage="20" keywordseo="pernod-ricard">Pernod Ricard</keyword> India spoke to us about the brand's communications and marketing strategies during these adverse times and how this experience will perhaps change the way they market themselves in the future. </li></ul>In early March, Pernod Ricard announced the launch of a new look for its single malt Scotch, the Glenlivet. The aim of the redesign was to open-up the category to a new generation of whisky drinkers. The brand had also said that it plans to up its marketing spends in FY21 by 8-10%. However, as the country came to a complete standstill after the Coronavirus-induced lockdown, a lot of plans that brands had put together for the year had to be kept aside. However, as businesses slowly open up, it is interesting to understand how these brands faced the challenges these unprecedented times threw at them and their key learnings. To understand how Pernod Ricard India navigated these adverse times, we recently caught up with Kartik Mohindra, Chief Marketing Officer, Pernod Ricard India. He told us how they communicated with their consumers during the lockdown days and how this experience will perhaps change the way they market themselves in the future. Excerpts: Q) The pandemic and the lockdown has brough with it a lot of learning. What would you say have been your major learnings from this experience so far? The <keyword id="1754604" type="PERSON" weightage="20" keywordseo="coronavirus">Coronavirus</keyword> outbreak is first and foremost a human tragedy, affecting hundreds of thousands of people. It is having a growing impact on the global economy. Uncertainty continues to impact all businesses.Our capability to make amends within compressed timeframes will be key to getting on-course, and winning at the market place. Whilst the front-end of our business was on pause in the lockdown period, it was also an opportunity for the future owing to the multiple disruption that have got created, paving the way for new ways of working and doing business. As we work remotely,planning and managing time of all stakeholders and a greater sense of discipline and orientation. The consumer in today’s situation is evolving rapidly, and our ways of doing business are witnessing a radical change. We have been strong proponents of digital transformation, focused on comprehensive connectivity in a restricted industry and we will continue to stay engaged with consumers and industry stakeholders. Q) What has your marketing strategy been during the lockdown? Did you modify your media mix, with marketing investments getting shifted from one medium to another? The pandemic dictates the need for re-evaluating our traditional marketing approaches, redefining the ways we reach and engage with our consumers. Our two key pillars of consumer engagement are <keyword id="2212053" type="PERSON" weightage="20" keywordseo="traditional-retail">Traditional Retail</keyword> and the On-Trade.. The on-trade channel is likely to take longer to start. The present <keyword id="8897280" type="UNKNOWN" weightage="20" keywordseo="social-distancing">social distancing</keyword> norms give way to the ‘New Normal’ for consumers and marketers alike. We understand that consumer discretionary spending is likely to take time to bounce back. Consumers will seek greater value from their purchase. We foresee a deeper engagement at the traditional off trade and rise of the modern trade. As home-tainment gains precedence over social/in-person engagements, our Media Mix will lean towards effective usage of Digital and OTT, along with On-Air media. Online advocacy and mixology will cater to home entertainment. Q) The kind of communications a brand comes up with during a crisis can either help win consumer trust and endear them to the brand or work completely the other way around. How did you ensure during the last months that you stay connected with your consumers? The Coronavirus outbreak has affected hundreds of thousands of people, and the current situation in India and across the world needs immediate action, and alongside we need to be prepared for tougher times. Our hearts go out to all those who have been impacted by the current situation. Pernod Ricard India continues to ‘Leave No One Behind’ in our commitment to support our stakeholders and our communities to tackle the pandemic. Pernod Ricard India has pledged Rs 150 Million to support Healthcare efforts in the fight against COVID-19 in India. The Company has been working relentlessly in public-private and private-non-profit partnerships with State health departments, public service authorities and NGOs to tackle the COVID-19 pandemic in India. Our manufacturing teams have repurposed our operations to produce over 3 Lakh Liters of Hand Sanitizers, and 4 lakh plus masks, for state health departments. Our top priority in the near and long-term future remains to support all those who have been impacted by the current situation, either directly or indirectly. Q) Do you think this experience will change the way you market your brand in the future? The present norms of Social Distancing will certainly change the way brands engage with consumers. We continue to work on making our brands ‘Future-Ready’. We are aware that consumers are progressively seeking experiences that empower them to make new discoveries within their passions and interests, which translates to online engagement and home-tainment now. Events and celebrations are likely to be conservative for the next six months. There is a steady rise in the time spent by consumers across social and digital platforms. The rise of traditionally social and external events being streamed onlinewith social interaction is a big thing right now!Instagram and Facebook lives views have doubled since March. Whatsapp, Instagram and Messenger (messaging apps) have witnessed usage increased by 40% among 18 to 34-year-old. (Source; Kantar, Social baker and Tech Crunch studies). We have experienced consumer incidence/usage growing by approximately 20% on OTT, online gaming platforms as more and more consumers gravitate to digital to keep themselves engaged in this period. Moreover, with social distancing and changes in consumers’ buying behaviors, we can expect e-commerce gaining further traction and penetration. The heterogeneity in consumer preferences will continue to lead changes in demand and willingness to spend; subsequently making the marketing initiatives and methods dauntingly complex. Q) It's very easy for consumers to look at brand communications during times like this and misinterpret the brand's intention. How have you made sure your brand communication has stayed relevant during this time? Pernod Ricard, with its unique yet comprehensive portfolio, decisively represents something just beyond Spirits and Volume – something surely more Qualitative and Creative. With brands like Blenders Pride, 100 Pipers, Jameson, Chivas Regal, Royal Salute, our constant endeavor is to offer brands with purpose and values of authenticity, legacy and craftsmanship.We at, Pernod Ricard will always try to keep abreast with the evolving consumer’s attitude, while taking a strategic approach towards social media and digital promotions, specifically to target millennials. We will leverage our strengths in consumer marketing through digital media and continue to align our marketing expertise in this direction and connect our leading brands with the consumers today. Our future marketing campaigns will be based on the insights we develop through the present change in consumer behavior, to alienate any opportunity of misrepresentation. At the present, we are focusing our resources on various purpose-led communications and Corporate Social Responsibility initiatives. Our marketing will recommence once it is 'business-as-usual' and with the restoration of consumer sentiment. The Coronavirus crisis is a story with an unclear ending. Only definitive aspect is that human impact is already tragic, and that all organizations have an imperative to act immediately to protect their employees, consumers, business challenges and risks, and help to mitigate the outbreak in whatever ways we can. Optimism about the return of demand needs to be with a view of the closure of the crisis. Being optimistic about demand recovery would be with a lens on working-capital or liquidity shortages at customers. The near term is essential, but we are committed to the focus on the longer term.

We foresee a deeper engagement at the traditional off-trade and rise of the modern trade: Kartik Mohindra, Pernod Ricard India

Christmas cheer is in the air and the holidays are riddled with fancy house parties in every corner. With Christmas falling this Sunday, we don’t have much time left to plan our gifts and the parties we are going to throw. 
 
If you are strapped for time and limited by lack of helping hands, get those jolly parties jazzed up with some impressive drinks that you can whip up in your kitchen. 
 <keyword id="824043" type="COMPANY" weightage="20" keywordseo="Business-Insider">Business Insider</keyword> got in touch with Afzal Kaba, Brand Ambassador, Diageo Bar Academy who uses <keyword id="713116" type="PERSON" weightage="20" keywordseo="Smirnoff">Smirnoff</keyword> Red No.21 Vodka and Royal Challenge Whisky to make the best holiday <keyword id="23630" type="PERSON" weightage="20" keywordseo="cocktails">cocktails</keyword> out there. Check it out.

Five Christmas Cocktails to add Merry to your
Christmas

As told earlier, India’s liquor baron <a href="http://www.businessinsider.in/A-little-too-late-Mallya-flew-out-of-India-before-banks-could-take-a-stay-order-against-him/articleshow/51323634.cms">Vijay Mallya</a> who owes thousands of crores to several <keyword id="488657" type="UNKNOWN" weightage="100" keywordseo="state-run-banks">state-run banks</keyword>, has fled the country. The legal battle in the Supreme Court and Debt Recovery Tribunal against Mallya is being led by SBI. 
 
 
Here is the breakdown of Mallya’s journey from a businessman to a wilful defaulter. 
 
1) Mallya owes nearly Rs 7,000 crore to bankers. Here's how it stacks up 
 
Rs 1,600 crore - SBI 
 
Rs 800 crore - PNB 
 
Rs 800 crore - IDBI 
 
Rs 650 crore - Bank of India 
 
Rs 550 crore - Bank of Baroda 
 
Rs 430 crore - United Bank of India 
 
Rs 410 crore - Central Bank of India 
 
Rs 320 crore - UCO Bank 
 
Rs 310 crore - Corporation Bank 
 
Rs 150 crore - State Bank of Mysore 
 
Rs 140 crore - Indian Overseas Bank 
 
Rs 90 crore - Federal Bank 
 
Rs 60 crore - Punjab &amp; Sind Bank 
 
Rs 50 crore - Axis Bank 
 
He, however, claims that out of these 7000 crores, Rs 1,200 crore have been recovered by these banks. 
 
2. A look at his holdings in his companies 
 
33% in United Breweries, which is worth Rs 7,000 crore. But more than half of the stake is pledged. 
 
22% interest in Mangalore Chemicals &amp; Fertilisers, which is worth Rs 140 crore. One-third of the shares are pledged. 52%of UB Holdings, a shell company, which has some real estate in Bangalore and other places, but the rentals have already been pledged. 
Under 1% stake in Bayer Corp Science, but Mallya remains its chairman. 
 
3. How Mallya became Mallya 
 
1983 | After his father's death, Mallya becomes UB group chairman at 28. 
1999 | Launches Kingfisher Strong, which changes beer consumption nationally, is still the largest selling brand. 
2002 | Nominated to Rajya Sabha. 
 
4. Mallya's shopping list 
 2005 | Launches <keyword id="6373962" type="CITY" weightage="100" keywordseo="Kingfisher-Airlines">Kingfisher Airlines</keyword> (KFA). Buys Shaw Wallace, gaining whisky brands such as Royal Challenge 
2006 | Buys Herbertsons, makers of Bagpiper whisky and Romanov vodka. 
2007 | Buys F1 team Spyker, renames it Force India. Acquires Air Deccan. Buys British whisky maker Whyte and Mackay for £595m. 
2008 | Buys IPL team Royal Challengers Bangalore for $111.6m. UB City comes up in Bangalore. 
 
5. And, how it got ruined 
2012 | KFA staff strike work for nonpayment of salaries, income-tax dept freezes KFA accounts, airline grounds flights. In Oct, govt suspends KFA licence. British alcoholic beverages firm Diageo agrees to buy majority stake in United Spirits 
2013 | Diageo acquires 27% stake in USL for Rs 6,500 crore, but KFA lenders do not get any funds. 
2014 | United Bank identifies United Breweries Holdings as wilful defaulter. 
2015 | Diageo asks Mallya to step down as chairman of the Indian liquor firm but he refuses. 
2016 | Banks move debt recovery tribunal, which restrains Mallya from accessing Rs 515 crore he was to receive from Diageo as settlement after agreeing to quit. 
 
6. The pain of Kingfisher’s employees 
Over 1,500 staffers, still on the firm's payrolls after it stopped operation, not paid? On March 5, employees write an open letter to Mallya, saying his 'heart is impure' and he has blood on his hands. They seek PM Narendra Modi's help to get their dues. 
 
7. Despite whatever he says, Mallya isn’t a broke bloke 
 
Mallya owns homes in Trump Towers, New York City, and in San Francisco. Game resort in South Africa. A beachfront villa in Goa. He also has a fleet of over 200 luxury vintage cars, a 95m "mega yacht" with a helipad, a Gulfstream private jet. 
 
<a href="http://clientimages.teamtalk.com/14/11/800x600/Vijay-Mallya_3228444.jpg">Image source</a>

You Searched For "Royal Challenge whisky" and got 4 results

United Spirits in low spirits! The firm posts loss at Rs 1,799 crore

BI India Bureau

We foresee a deeper engagement at the traditional off-trade and rise of the modern trade: Kartik Mohindra, Pernod Ricard India

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Five Christmas Cocktails to add Merry to your Christmas

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Vijay Mallya’s journey from a businessman to a fraudster

BI India Bureau

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