As international travel resumes at scale and consumer behaviours shift, Edrington Global Travel Retail is responding with a sharper focus on premiumisation, brand engagement and sustainability. The company is balancing stability amid global uncertainty with continued investment in innovation and retail excellence.
As reported, Kasper Andersen assumed the role of Regional Managing Director – Global Travel Retail in June, succeeding Jeremy Speirs. Speaking to The Moodie Davitt Report onboard the Edrington yacht at TFWA World Exhibition in Cannes, Andersen reflected on his first months in the role: “My immediate priorities, first and foremost, are getting reconnected with our partners across the business. It’s also about re-familiarising myself with the industry.”
He acknowledged the global volatility influencing travel retail today. “It’s no secret that there’s a little bit of turmoil in the world. We’re seeing the rise of volatility in terms of conflicts or other events, such as cyberattacks.
“Barriers to trade seem to be popping up frequently, but on the other hand, travel seems to have bounced back. Spend on average might be a little down, but there’s a lot to build on.”
Premiumisation remains central to the company’s long-term strategy. Andersen noted: “We know it’s a mix between people drinking less but better. At the same time, if you look at forecasted growth, both from a category perspective and in key markets like India and China, the outlook is positive.
“We’re seeing shifts in subcategories that are positive for single malts at the moment, which is obviously up to us to go after and capture that opportunity.”
Andersen pointed to The Macallan’s ongoing innovation pipeline and its ability to connect heritage with contemporary appeal. He said, “The Macallan brand recognises that we must give consumers the engagement and experience they’re looking for, particularly in the travel retail environment.
“If you look at some of the innovations, such as Distil Your World and Harmony Collection Guardian Oak, they performed extremely well and created fantastic visibility in the channel.”
He also highlighted the importance of maintaining brand authenticity while evolving creatively. “The Macallan has always talked about the six pillars that make the brand. Our innovations most often showcase craftsmanship and authenticity that can be stretched under that same fundamental DNA of the sherry-seasoned oak cask.”
This commitment to innovation and engagement extends to The Macallan’s global campaigns. Andersen said: “We celebrated The Macallan’s 200 years with TIME : SPACE activations all over the world. We have to make the brand relevant and emotionally connected to the consumer, while embedding sustainability in everything we do.”
Elevating the consumer journey
Retail excellence, Andersen said, is “something we take a lot of pride in and will continue to do”. He underlined the role of brand consultants in driving conversion and education at the point of purchase.
Andersen said, “The challenge remains in making sure we help our customers add to that average basket spend – we do that through investments in brand consultants and by educating the consumer to hopefully spend a bit more when they’re in the store.
“Around 70% of purchase decisions are influenced in-store, which makes brand consulting and education critical. The other 30% happens before travel, which means digital engagement and pre-travel communication are equally important.”
Andersen described brand consultants as “a small army” guiding consumers through their choices. “They’re essential at the point of purchase,” he said. “Some consumers actively look for support, while others prefer to explore independently. That’s why understanding cultural nuances in-store is so important – creating a globally consistent brand experience but adapting to local expectations.”
He noted that digital and data-led insights are increasingly informing how Edrington tailors its approach by location. “We use data, particularly to define our digital strategies,” Andersen said. “With airports becoming more high-tech, you can target certain groups with adapted marketing campaigns.”
He described travel retail as “an organism that is living, breathing and shifting” where consumer behaviour has evolved post-pandemic. “After the pandemic, we saw this revenge spending where people had money saved from not travelling.
“Now, after heavy years of inflation, people are still gifting but increasingly buying for themselves. That requires different engagement at the point of purchase – it’s about education, storytelling and experience.”
Global consistency, local engagement
Edrington’s recent retail openings underline a focus on visibility in key international hubs. Andersen highlighted The Macallan’s boutique launches in London Heathrow and Los Angeles International airports, as well as its new shop-in-shop at São Paulo Guarulhos International Airport.
“From a US perspective, LAX is a particularly exciting market,” he said. “It has such an international profile – the home of Hollywood and Venice Beach – and we see an influx of creative and inspiring travellers. The boutique is a great opportunity to capture consumers at the point of travel.
Watch the YouTube video above to get an inside look at The Macallan boutique at Heathrow Airport
“Before that, we opened the London Heathrow boutique in May, and more recently our shop-in-shop in São Paulo. It’s about engaging with consumers in key international locations and focusing on recruitment – bringing new consumers, cultures and growth markets into the world of our brands.”
According to Andersen, Latin America offers strong growth potential. He said: “We’re seeing enormous positivity around our new shop-in-shop in Brazil. When you look at the size and potential of the market, I think we can and should be doing even more.”
He described Edrington’s integrated global approach as a key enabler. Andersen explained: “Our GTR team is present in 12 different locations, which enables us to deliver great consumer experiences. Where we’re not present, we work with third parties or consultants.
“It’s a global business model now, not a regional one – and that helps us bring consistency across markets.”
A compass for the future
A defining aspect of The Moodie Davitt Report’s conversation with Andersen was Edrington’s purpose-led approach. He said, “To understand the values that run through Edrington, you have to understand our ownership structure.
“The Robertson Trust has the majority ownership in Edrington. This is Scotland’s largest private trust, which means there is a natural charitable DNA running through the company.
“Within Edrington, we have what we call Giving More, our programme to make a difference in the world. Under that we see initiatives like the EPIC Charity Cycle (now in its sixth year in Europe) thrive, along with many smaller efforts from bake sales to volunteering.
“Plus, for every pound or dollar raised by an employee, the company triple matches it. It’s something everyone who works for Edrington is proud of.”
Beyond philanthropy, sustainability is embedded in the company’s operations. “Edrington has signed up – and therefore Global Travel Retail has signed up – to becoming net zero,” Andersen confirmed. “We work every day with partners to lower CO2 emissions in our distribution chain, minimise air freight and use more sustainable materials in packaging.”
Andersen also believes sustainability is now a consumer expectation. “It’s almost not a question of whether you’re doing great things for the environment. Consumers expect it – it’s the starting line.”
As he reflected on his return to travel retail, Andersen emphasised the importance of partnership and shared opportunity. “For me, the collaboration piece is really important,” he concluded. “As we move forward in a more volatile world, finding those opportunities together will be where some of the growth lies.” ✈
