GOVERNMENT, LAW, AND PUBLIC HEALTH PRACTICE
Alcohol Marketing
Multinational Alcohol Market Development and Public
Health: Diageo in India
Marissa B. Esser, PhD, MPH, and David H. Jernigan, PhD
Alcohol is a risk factor for
communicable and noncom-
municable diseases, and alco-
hol consumption is rising
steadily in India. The growth of
multinational alcohol corpora-
tions, such as Diageo, contrib-
utes to India’s changing alcohol
environment.
We provide a brief history of
India’s alcohol regulation for
context and examine Diageo’s
strategies for expansion in
India in 2013 and 2014. Diageo
is attracted to India’s younger
generation, women, and emerg-
ing middle class for growth
opportunities.
Components of Diageo’s re-
sponsibility strategy conflict
with evidence-based public
health recommendations for
reducing harmful alcohol con-
sumption. Diageo’s strategies
for achieving market domi-
nance in India are at odds with
public health evidence. We con-
clude with recommendations
for protecting public health
in emerging markets. (Am
J Public Health. 2015;105:
2220–2227. doi:10.2105/AJPH.
2015.302831)
2220 | Alcohol Marketing | Peer Reviewed | Esser and Jernigan
IN INDIA, AVERAGE ADULT PER
capita alcohol consumption in-
creased by 19% from 2005 to
2010.1 In 2010, alcohol consump-
tion ranked among the country’s
top 10 leading risk factors for
causes of death (350 000 deaths),
disability-adjusted life years
(n =14.2 million), and years of life
lost (n =11 million).2 In a popula-
tion of 1.2 billion,3 approximately
15% of Indians drink alcohol;
however, per capita consumption
among Indian drinkers is approxi-
mately 1.5 times greater than the
average among drinkers worldwide.1
Alcohol consumption in
India is an immediate public health
concern, given the national burden
of communicable diseases and
noncommunicable diseases (NCDs).
Each year, one quarter of the
world’s incident cases of tuberculo-
sis are in India,4 and because of
shifting demographic and socioeco-
nomic factors, NCDs now contrib-
ute to half of the country’s deaths.5
Indian studies have documented
that alcohol consumption is associ-
ated with both communicable dis-
eases and NCDs, including HIV,6---8
tuberculosis,9,10 and cancers,11 as
well as violence12,13 and injuries.14,15
With this imminent public
health crisis and links between
industry tactics and public health
problems,16---18 there is a need to
better understand the role of the
global alcohol industry in India’s
changing alcohol environment.
We provide a brief history of India’s
alcohol regulations to contextualize
the current alcohol environment.
Diageo, the world’s largest spirits
marketer, made significant invest-
ments in India’s alcohol market
between May 2013 and July 2014,
and we examine its growth as a case
study. We assess how the principal
elements of Diageo’s “responsibility
strategy” compare with evidence-
based public health recommenda-
tions for reducing harmful alcohol
consumption. We conclude with
recommendations for promoting
and protecting public health.
Opportunities to obtain internal
alcohol industry documents or
firsthand accounts of its practices
are rare, making it challenging to
understand its intentions; therefore,
we relied on a comprehensive re-
view of sources such as media
articles or annual reports over a
defined time period. To monitor
Diageo’s activities in India, the first
author read online media articles
for 18 months (July 2013---
December 2014), compiled with
Google News Alerts related to the
following keywords: “alcohol in
India,” “alcohol consumption in
American Journal of Public Health | November 2015, Vol 105, No. 11
India,” “Diageo in India,” and
“spirits in India.” The News Alerts
generated approximately 1500
articles from various regions of the
world (e.g., India, the United King-
dom, and the United States), some
of which covered similar ground.
The same author also monitored
alcohol industry---oriented market
research such as just-drinks.com.19
We collected additional informa-
tion from Diageo’s Web site and its
2014 fiscal year annual report.20
We also searched other alcohol
industry Web sites, including the
International Center for Alcohol
Policies (ICAP) main site21 as well
as other ICAP sites.22,23 We drew
on reviews of the alcohol policy
research literature to identify
evidence-based policies to com-
pare with Diageo’s responsibility
strategy.24---30
OVERVIEW OF ALCOHOL
CONTROL IN INDIA
A detailed account of India’s
history of alcohol consumption and
the drinking culture has been writ-
ten elsewhere.31 In brief, histori-
cally, the prevalence of alcohol
consumption in India was relatively
low32 and there were restrictions
on who could drink and when
drinking was permitted.33 During

the early 19th century, India be-
came more industrially developed,
and, like the upper class, members
of the growing middle class
abstained from alcohol to distin-
guish themselves from the lower
classes.31 Alcohol consumption in
India became more popular during
the British colonial period,33 and
1862 saw the establishment of
India’s first alcohol manufacturing
distillery.34 Alcohol became an im-
portant source of revenue for the
colonial government with the
implementation of the Bombay
Abkari Act of1878 and the Mhowra
Act of 1892, which taxed the pro-
duction of toddy, a locally pro-
duced alcoholic beverage, and
prohibited other locally produced
alcoholic drinks.35
In 1937, several Indian states
enacted policies prohibiting alcohol,
although the bans were abolished
during World War II and alcohol
excise taxes became the country’s
largest source of government reve-
nue.36 Influenced by Mohandas
Gandhi’s temperance movement,37
alcohol control was included in one
of the Directive Principles of State
Policy under Article 47 of the
Constitution of India, giving states
control over alcohol policies.38
However, the central (i.e., national)
Indian government formulated
a plan to achieve national prohibi-
tion by 1958, causing several states
to temporarily reintroduce alcohol
prohibition. With economic and
political changes in the mid-1960s,
the ruling upper class became less
supportive of prohibition policies;
thus, by 1971, all states lifted the
alcohol bans, except Gujarat.36 By
the late 1960s, social stigma against
the liquor market had largely di-
minished.36 In the 1990s, in the
November 2015, Vol 105, No. 11 | American Journal of Public Health
GOVERNMENT, LAW, AND PUBLIC HEALTH PRACTICE
context of a general move toward
market liberalization, India permit-
ted the global alcohol industry to
enter its alcohol market.33
Today, alcohol policies and al-
cohol markets vary across India’s
29 states.39 There is a national
blood alcohol concentration limit
of 0.03 grams per deciliter for
drivers; however, the level of en-
forcement of drink-driving policies
is perceived to be low.40 As of
2014, 4 states and 1 Union Ter-
ritory had total bans on alcohol
and several others had partial
prohibition (e.g., bans on the pro-
duction or consumption—or both—
of specific types of alcohol),39 al-
though alcohol policies in Indian
states change frequently over
time.41 Most recently, in 2014, the
southern state of Kerala consid-
ered taking steps to achieve total
alcohol prohibition but weakened
the proposed policy regulations at
the end of the year.42 Prohibition
policies appear to have greater
effects on female than male con-
sumption,43 but precise measure-
ment of alcohol use in India is
difficult because 44% to 50% of
alcohol consumption is unrecorded,
with even greater proportions
in rural areas.1,44,45 Unrecorded
alcohol generally refers to alcohol
produced at home or informally,
alcohol legally imported for per-
sonal use, and alcohol illicitly
imported.46 Such beverages are
usually cheaper than recorded al-
cohol, as they evade taxes.47
INDIA’S CHANGING
ALCOHOL MARKET
Despite the large proportion of
unrecorded alcohol in India,44,47
the global alcohol industry is
gaining prominence in the
recorded, or formal, alcohol mar-
ket.31,39 Data from a leading global
market research firm serving the
alcohol industry indicate that
India is now among the top 10
countries worldwide for alcohol
sales, after experiencing consis-
tent increases in the past decade
(Figure 1).48 From 1990 to 2010,
the liters of pure ethanol sold in
the form of spirits increased by
147% and in the form of beer by
587%. By 2011, spirits accounted
for nearly two thirds of the
country’s alcohol consumption.48
International Wine and Spirits
Research data suggest that
between 2009 and 2013, the
compound annual growth rate in-
creased for imported alcoholic
beverages but decreased for do-
mestic alcoholic beverages.49
DIAGEO AND INDIA
Diageo, a London-based multi-
national alcohol corporation, de-
scribes itself as “the leading premium
spirits business in the world.”50 In
2010, the company had net reve-
nue of $15 billion and a ratio of
profit to revenue of 25%.48 Diageo
has taken numerous steps to speed
its growth in emerging markets. An
online industry news article stated
that in 2008, emerging markets
accounted for approximately 25%
of Diageo’s sales by volume; by
June 2014, that figure was roughly
65%.51 However, some of its
growth has involved illegal activi-
ties: in July 2011, the US Securities
and Exchange Commission charged
Diageo with major violations of the
Foreign Corrupt Practices Act.52
According to the US government
media release, for 6 years, starting
Esser and Jernigan | Peer Reviewed | Alcohol Marketing | 2221
in 2003, Diageo illicitly paid more
than US $1.7 million to hundreds of
Indian government officials. The
Indian officials
were responsible for purchasing
or authorizing the sale of its bev-
erages in India, and increased sales
from these payments yielded more
than $11 million in profit for the
company.52
There were also similar charges
for violations in Thailand and
South Korea. Diageo paid more
than US $16 million in fines to the
US government to settle the in-
vestigation.52
In 2010, India’s United Spirits
Limited (USL) sold 12.7% of the
world’s top 100 brands of spirits
(by volume). Globally, Diageo
ranked second, selling 10.8%;
however, Diageo was the largest
global marketer of spirits when all
spirits brands are considered.48
Diageo has expanded its involve-
ment in the production, marketing,
and distribution of alcoholic bev-
erages in India through a series of
transactions to increase its share-
holding in USL, starting with
a purchase of 10.04% of its shares
in May 2013 (Table 1).20 In July
2013, Diageo acquired another
14.98%. These acquisitions of
slightly more than one quarter of
the USL shares made Diageo the
largest USL shareholder,53 at
a combined cost of 52.3 billion
Indian rupees (Rs) (approximately
US $859 million).20 According to
the company’s Asia-Pacific presi-
dent, starting in October 2013,
Diageo hoped that through the
USL network it would bring in
5 billion Rs (approximately US
$82.5 million) per year.54 With
additional acquisitions of 1.35%
of the shares in November 2013

5000
Millions of Liters Pure Ethanol
4500
4000
3500
3000
2500
2000
1500
1000
500
0 director, Bhavesh Somaya, says that
1990
Source. Impact Databank.48
FIGURE 1—Trends in alcohol consumption, by beverage type and total consumed: India, 1990–2010.
and 2.41% of the shares in January
2014, Diageo closed the 2014 fiscal
year with 28.78% of shareholdings
in USL, after investing a combined
total of 65.7 billion Rs (nearly US
$1.1 billion; Table 1).20
Holding more than a quarter
of the USL shares, Diageo was not
yet done investing in USL: in April
2014, Diageo offered approxi-
mately US $1.9 billion for an addi-
tional 26% of USL’s shares, in
hopes of becoming the majority
shareholder.55 This agreement was
finalized on July 2, 2014. In Dia-
geo’s annual report, the chief exec-
utive, Ivan Menezes, stated,
By acquiring an additional 26% of
United Spirits Limited (USL) on 2
July 2014, taking our shareholding
to a majority holding of 54.78%,
we have taken a leadership posi-
tion in India which will provide
a transformational platform for
growth in this very attractive spirits
market. We will consolidate USL
from the start of fiscal 2015, and
with our combined strength, the
Indian market will become one of
Diageo’s largest markets next year
and a major contributor to our
growth ambitions.20(p15)
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GOVERNMENT, LAW, AND PUBLIC HEALTH PRACTICE
Beer Wine Distilled spirits Total
1995 2000 2005 2006
Year
According to Menezes, most
countries contribute 3% or less to
Diageo’s revenue, but the com-
pany anticipates drawing up to
10% of its revenue from India
through USL’s 65 000 outlets
reaching 90% of the country.56
However, Diageo must confront
regulatory factors in India, such as
taxation57 and other regulatory
systems that differ from state to
state, as well as a national ban on
broadcast alcohol advertising.39
The managing director of Diageo
India, Abanti Sankaranarayanan,
acknowledges the unique regula-
tory alcohol environment, but ex-
plains that Diageo is “harnessing
the opportunity that India has.”58
INDIA’S DEMOGRAPHIC
AND SOCIOECONOMIC
FACTORS
India has many characteristics
that are appealing to multinational
alcohol corporations such as
Diageo. Accounting for 17% of
the world’s population, India is the
2007 2008 2009 2010
world’s second most populous
country.3 Social norms regarding
alcohol use are changing and al-
cohol is becoming more culturally
accepted.33,59 India’s population is
relatively young, with years of
potential alcohol consumption
ahead of them. One 2003 study
found that Indians had started
drinking at younger ages; the av-
erage age of drinking initiation
dropped from 25 years in 1988 to
20 years in 2002.44 A recent
study in the Indian state of Goa
found a threefold increase in re-
ported alcohol consumption during
adolescence among males born in
the early 1980s compared with
those born in the late 1950s.60
A growing body of global re-
search shows that the alcohol in-
dustry uses strategic alcohol
marketing and packaging to attract
new, young consumers,24,61---63 and
Diageo is no exception.18,64 In
2006, USL introduced the sale of
alcohol in small sachets, or “tetra-
paks,” which rapidly became pop-
ular.65 Following on the success of
American Journal of Public Health | November 2015, Vol 105, No. 11
these sachets in India, USL and
Diageo are now distributing their
brands in mini-bottles (50---90 mL).66
Tetra-paks and mini-bottles are af-
fordable and easy to conceal, and
research among African university
students has found that they have
potential appeal to young con-
sumers.67 Additionally, Diageo In-
dia is introducing Smirnoff Black
Ice; Diageo India’s marketing
“Ice has a much bigger footprint
and will focus on recruiting people
who are migrating from beer to
spirits.”68 Youths have previously
been found to be attracted to these
ready-to-drink Smirnoff alcoholic
beverages.18 Diageo is also reaching
younger consumers by selling its
alcoholic beverages at community
events, such as music festivals. As
Diageo’s 2014 annual report states,
Diageo India continued to deliver
strong double digit net sales
growth as it benefited from having
its brands sold through the sales
agency agreement with USL. . . .
Smirnoff net sales grew high single
digit benefiting from its partnership
with several music festivals.20(p39)
Diageo also won a spot on the
Sahara Force India Formula 1
racing car,69 which is likely to
increase exposure of its brands
among young fans.
In addition to the younger gen-
erations, an increasing proportion of
Indian women are consuming alco-
hol.70 In a media interview, Somaya
noted that the rising alcohol con-
sumption among women provides
Diageo with growth opportunities
and said,
That is a target segment we need
to keep in mind and ensure that
our brands get more bilingual
and speak to both sets of audi-
ences, not just be male-centric.71

TABLE 1—Diageo’s Investments in United Spirits Limited (USL): India, May 2013–June 2014
% of Shares
Date of Finalized Transaction in USL
May 13 and 27, 2013 10.04
July 4, 2013 14.98
November 26, 2013 1.35
January 31, 2014 2.41
Total at close of 2014 fiscal 28.78
year (June 30, 2014)
Source. Diageo 2014 Annual Report.20(p102)
With the maturation of many
developed markets, global alco-
hol companies have shifted their
efforts to countries with growing
economies, where people have
increasing amounts of disposable
income.24,72 India is one of the
BRICS (Brazil, Russia, India,
China, and South Africa),
a group of countries with rapidly
growing economies. The alcohol
industry recognizes the high
profit potential in these emerg-
ing markets. 24,73 In a 2014
media interview, Diageo Chief
Executive Menezes said that In-
dia’s middle class is expected to
consume 42% of the total alco-
hol consumed by 2015 and
60% by 2025, making an at-
tractive market for Diageo in
India. 74 Diageo’s 2014 annual
report summarizes its vision for
growth in Asia:
Our strategy focuses on the
highest growth categories and
consumer opportunities, driving
continued development of super
and ultra premium scotch, and
leveraging the emerging middle
class opportunity through a com-
bination of organic growth and
selective acquisitions.20(p38)
November 2015, Vol 105, No. 11 | American Journal of Public Health
GOVERNMENT, LAW, AND PUBLIC HEALTH PRACTICE
No. of Shares Price per Share
(Millions) (Indian Rupees)
14.59 1440
21.77 1440
1.97 2400
3.50 2474
41.83
DIAGEO’S
“RESPONSIBILITY
STRATEGY”
The alcohol industry, including
Diageo, has in recent years created
social aspects and public relations
organizations and “responsibility”
programs, as they seek to build part-
nerships with government leaders
and public health professionals—and
increase their political clout.75,76
Diageo states that it supports public
health initiatives being undertaken
by the World Health Organization
(WHO) and the United Nations to
reduce harmful drinking; on its Web
site it declares,
In May 2013, the UN adopted
a Global Monitoring Framework
with a target of reducing mortal-
ity from NCDs, including heart
disease, cancer, chronic respira-
tory disease and diabetes, by
25% by 2025, with many asso-
ciated targets, including reducing
harmful alcohol consumption by
10%. Diageo shares this goal:
every responsible drinking pro-
gramme we support, every part-
nership we forge, and every
campaign we run is in service of
this. We support the balanced
and pragmatic approach
addressed by the WHO Global
Cost
Billions of Approximate Equivalent
Indian Rupees in US $
21.0 344.5 million
31.3 513.7 million
4.7 77.2 million
8.7 142.7 million
65.7 1.1 billion
Alcohol Strategy and the UN’s
NCD framework, and seek to
work with member states and
other stakeholders to achieve
these goals.77
However, in general, alcohol
industry responsibility efforts have
often focused on less effective in-
terventions to reduce harmful
drinking, shifting the focus from
more solidly evidence-based public
health approaches.75,78---82 Even
the familiar “drink responsibly”
messages funded by the alcohol
industry have been found to be
ambiguous and can serve to pro-
mote corporate interests.83,84
Diageo has funded 16 social
aspect organizations in 15 different
countries,77 has developed more
than 370 programs in at least 50
countries, and claims that these are
designed to address alcohol mis-
use.85 In searching Diageo20,77,86
and broader alcohol industry sour-
ces,21---23 we found limited detailed
information on Diageo programs;
however, closer examination of the
information that is available on
these programs raises serious ques-
tions about their purpose and ef-
fectiveness.
Esser and Jernigan | Peer Reviewed | Alcohol Marketing | 2223
Diageo’s Programs to Address
Alcohol Misuse
An analysis of Diageo’s pro-
grams developed to reduce alco-
hol misuse corroborates the exist-
ing evidence from Africa, Latin
America, and the United Kingdom,
demonstrating that industry-
funded organizations and research
undermine public health.16,78,80--82,87
Diageo’s programs fall into cate-
gories such as preventing exces-
sive drinking and reducing drink
driving, although components of
these programs seem to be at odds
with leading public health recom-
mendations (Table 2). Diageo’s
Web site indicates
that its approach to preventing
excessive drinking
ranges from funding advertising
campaigns that raise awareness
of the risks of binge drinking, to
supporting the medical profes-
sion in identifying and helping
problem drinkers.85
The most effective public health
policies for reducing excessive
drinking1,24,88 are entirely missing
from its program description.
Diageo’s description of its pro-
grams to prevent excessive drink-
ing emphasizes individual-level
interventions.85 By contrast, there
is strong consensus among public
health researchers about the ef-
fectiveness of population-level
strategies, such as raising the price
of alcohol by increasing alcohol
taxes,25,89,90 decreasing availabil-
ity by regulating alcohol outlet
density and reducing days and
hours of alcohol sales,27,28,91 and
reducing exposure to alcohol
marketing.24,30,88 Developing
countries are more vulnerable to
accepting alcohol industry offers
to partner in tackling harmful
 GOVERNMENT, LAW, AND PUBLIC HEALTH PRACTICE

TABLE 2—Differences Between Diageo’s Programs in India and Public Health Recommendations

Components of Selected Diageo Programs Public Health Recommendations1,24,88

“Preventing excessive drinking: This ranges from funding
advertising campaigns that raise awareness of the risks of
binge drinking, to supporting the medical profession
85
in identifying and helping problem drinkers.”
“Tackling drink driving: We support many initiatives with public
and private partners to reduce drink driving through education
initiatives, free rides and enforcement campaigns.”85
“DRINKiQ: Diageo also promotes responsible drinking through the
DRINKiQ website and courses. Available in nine languages, with 22
specific country pages, DRINKiQ.com aims to raise the ‘collective
drink IQ’ by increasing public awareness of the effects of alcohol. Courses
aim to broaden understanding of alcohol issues and share tips for responsible
drinking. More than 15,000 people have trained with DRINKiQ, including
hospitality industry trainers, students, traffic police, bus drivers, members
of the lifestyle media and professional sports clubs.”85
Implement environmental strategies that:
Increase the price of alcohol25,89,90;
Reduce alcohol’s availability27,28,91;
Reduce exposure to alcohol marketing.24,30,88
Implement:
A national drink-driving law that includes a maximum
legal blood alcohol concentration limit (e.g., 0.05 g/dL or lower);
Sobriety checkpoints and random breath testing.29,40,92,93
Evaluate programs for effectiveness before widely implementing them
and implement programs based on evidence of effectiveness.94,95
(No evaluations of DRINKiQ’s effectiveness were found in a comprehensive
search of the literature.)
Modify the alcohol environment through population-level interventions
(as described in the first category of this column: “Implement environmental
strategies”) because education-based approaches have been found to be
less effective at changing drinking behaviors.24

alcohol consumption, as they gen-
erally have weak enforcement of
alcohol control policies.72,96 This
is problematic because Diageo’s
focus on individual-level behavior
change distracts from the imple-
mentation of effective public
health policies that modify the
alcohol environment to reduce
harmful drinking.72 Partnering
with leaders in developing coun-
tries provides Diageo with oppor-
tunities to make its brands known
in societies and to promote less
effective alcohol control policies
before stronger policies can be
implemented.96
Another Diageo initiative is the
implementation of drink-driving
prevention programs in developing
countries,85 including the recent
launch of a 30-city program in
India.97 Diageo’s Web site indicates
that its drink-driving programs in-
clude “education initiatives, free
rides, and enforcement campaigns.”85
In an online news article, Managing
Director Sankaranarayanan de-
scribed the project in India as
including
training and capacity building of
enforcement agencies like the
traffic police, distribution of high
quality breath alcohol analyzers,
training drivers of commercial
vehicles and creating awareness
among university students.98
On the basis of Diageo’s de-
scriptions of its drink-driving pro-
grams,85,98 it appears that the
programs include strategies with
less evidence of effectiveness for
reducing drink driving and fail to
include evidence-based effective
interventions (Table 2); another
study that reviewed 408 alcohol
industry initiatives from around
the world reached similar conclu-
sions.99 Studies have found limited
evidence of effectiveness regarding
educational initiatives and
designated-driver programs.24,100,101
Moreover, there is no evidence
indicating that the distribution of
breath alcohol analyzers will re-
duce drink driving in a country
such as India, where there is a high
level of perception that corruption
exists in the public sector and that
most of the population engages
in bribery.102 Furthermore,
awareness-raising initiatives will
most likely be ineffective in reduc-
ing drink driving unless they meet
several criteria (e.g., adequate au-
dience exposure, implemented in
addition to other prevention inter-
ventions)26; necessary information
is not available to critically evaluate
Diageo’s campaigns. Diageo’s
drink-driving programs do not
seem to promote the public health
prevention strategies that have
strong evidence of effectiveness,
such as countrywide sobriety
checkpoints and random breath
testing that can result in penalties
for those found to have a blood
alcohol concentration above In-
dia’s legal limit of 0.03 grams per
deciliter.29,40,92,93
Diageo also globally promotes
its online responsible-drinking
program titled DRINKiQ, although
the extent to which it is promoted
in India is unknown. As described
on its Web site, DRINKiQ “aims to
raise the ‘collective drink IQ’ by
increasing public awareness of the
effects of alcohol” (Table 2).85
Programs funded by the alcohol
industry, such as DRINKiQ, are
not typically evaluated.18 We
sought information on DRINKiQ’s
effectiveness by searching for
“DRINKiQ” or “Diageo” in 9 da-
tabases, including the alcohol
industry’s own research database
(www.drinksresearch.org), but we
were unable to find evaluative
studies. In public health practice, it
is recommended that programs
first be evaluated for effectiveness,
and receive wide implementation

2224 | Alcohol Marketing | Peer Reviewed | Esser and Jernigan American Journal of Public Health | November 2015, Vol 105, No. 11

only if there is evidence of
effectiveness.94,95
Plan W
Given Diageo’s stated hope of
promoting greater alcohol con-
sumption among women,71 and
global evidence that as income
rises, alcohol consumption in-
creases,103 it is also of interest that
in 2012, Diageo launched Plan W,
“a community investment pro-
gramme that aims to empower
women through learning.”104 As of
March 2014, Diageo had 32 ini-
tiatives in a dozen markets in the
Asia Pacific region,104 and by June
2014, its Plan W initiatives had
reached more than 57 000 women
and 19 500 men.86 The corpo-
ration implemented 2 Plan W
pilot programs in India in 2014,
one in Bangalore and the other in
New Delhi, to train women in
technical and life skills.105 By
2017, Diageo aims to “empower”
2 million women in the Asia
Pacific.105
PROMOTING PUBLIC
HEALTH
This case study provides insight
into the global alcohol industry’s
strategies for growth in emerging
markets through the documenta-
tion of Diageo’s recent activities in
India; however, it does not provide
causal evidence that Diageo India’s
practices will lead to increases in
alcohol consumption. Nonetheless,
this case study increases awareness
of the potential discordance be-
tween industry practices and public
health evidence and priorities, and
sheds light on ways that public
health professionals can help to
prevent the alcohol industry from
November 2015, Vol 105, No. 11 | American Journal of Public Health
GOVERNMENT, LAW, AND PUBLIC HEALTH PRACTICE
leading the public health agenda
around the world.
First, as others have advo-
cated,75,78 researchers should
monitor and document the alcohol
industry’s efforts to involve itself
in public health. Cumulatively, the
research community can enhance
awareness of the conflicted nature
of industry-funded programs and
research. Second, public health
professionals should advocate for
health policies based on unbiased
evidence of effectiveness and en-
courage government leaders to be
wary of industry-funded initia-
tives. Third, the WHO and other
international organizations should
endorse conflict-of-interest stan-
dards for alcohol companies simi-
lar to those recommended for the
tobacco industry106 and provide
capacity development training
to countries to guide them in
deflecting overtures of partnership
with the industry, thereby de-
creasing their vulnerability to the
public health threats associated
with industry-sponsored assis-
tance; however, this is indisput-
ably challenging unless more re-
sources are made available.
Additional research on the glob-
alization of the alcohol industry
and the intersection with public
health is critical for preventing
a rising tide of health and social
problems resulting from harmful
alcohol consumption. j
About the Authors
At the time of the study, Marissa B. Esser
and David H. Jernigan were with the De-
partment of Health, Behavior and Society,
Johns Hopkins Bloomberg School of Public
Health, Baltimore, MD.
Correspondence should be sent to Marissa
Esser, PhD, MPH, Bloomberg School of
Public Health, Johns Hopkins University,
624 N Broadway St, 2nd Fl, Baltimore, MD
21205 (e-mail: messer1@jhu.edu). Reprints
can be ordered at http://www.ajph.org by
clicking the “Reprints” link.
This article was accepted July 2, 2015.
Contributors
M. B. Esser conceptualized the study,
monitored online media articles, and
wrote the first draft of the article. D. H.
Jernigan drafted sections of the article
and made substantial intellectual contri-
butions in revising and editing. Both
authors take responsibility for the content
in the article and approved the final
version for publication.
Acknowledgments
M. B. Esser received funding from the
Department of Health, Behavior and So-
ciety at the Johns Hopkins Bloomberg
School of Public Health.
Human Participant Protection
Protocol approval was not necessary
because the study did not involve human
research participants.
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