Launch of Amul Gold in Spain

What is Amul?

Amul is the most recognized dairy brand in India and one of the largest symbols of agricultural cooperativism worldwide. It was established in 1946 in response to the exploitation of milk producers by intermediaries and large British companies in the state of Gujarat. This was a year before the India we know today definitively expelled the British Raj from its borders.

Since then, Amul has grown to become the largest milk cooperative in the world, comprising over 3.6 million farmers and managing more than 12,000 million liters of milk per year. Its model has inspired cooperative movements in other countries, and its brand is synonymous with quality, innovation, and rural pride in India.

Amul Gold, its premium milk, is known for its high fat content (minimum 6%) and creamy texture, highly valued in Indian cooking both for direct consumption and for the preparation of sweets and traditional dishes.

Opening in Spain, targeting Europe

In June 2025, Amul announced its entry into the European market, starting with Spain, through a partnership with COVAP, one of the most advanced and reputable dairy cooperatives in Europe, based in Córdoba. The Amul Gold milk that will be sold in Spain will not be imported from India, but will be produced locally with milk from COVAP's farms, following the standards and specifications of the Indian brand (6% fat, 9% non-fat solids), and packaged in a tetra pack with a shelf life of six months.

The official presentation of the brand took place on Wednesday 04/06/2025 at the Embassy of India in Madrid, with institutional representatives from both countries. The plan is to introduce the brand in Madrid and Barcelona, and then expand to other Spanish cities and neighboring countries like Portugal, Germany, Italy, and Switzerland.

The strategy of Amul responds to an internationalization vision driven by the Indian government and the cooperative itself, seeking to position the brand as a global reference in the dairy sector and to take advantage of the International Year of Cooperatives declared by the UN in 2025.

Challenges to Internationalization

An uncomfortable yet realistic question: what sense does it make for an Indian brand to try to compete in Spain, a country with a mature, saturated dairy industry and deeply rooted local brands? Let's break it down:

• Saturated market: Spain is one of the European countries with the highest production and consumption of milk, dominated by national brands (Central Lechera Asturiana, Pascual, Puleva, etc.) and supermarket private labels. The competition is fierce, margins are tight, and differentiation is difficult.

• Origin and perception: Spanish consumers value proximity and traceability. Amul Gold milk, although from an Indian brand, is produced with Spanish milk, which adds to its favor, but at the same time may dilute the supposed “exoticism” of the product and complicate a differential positioning.

• Ethnic and nostalgic segment: There is a limited opportunity in niches of the Indian or South Asian population residing in Spain, who seek flavors and qualities similar to those of their country of origin. However, this segment is small compared to the total market. Recent estimates indicate that the Indian population in Spain in 2025 is around 54,000 to 60,000 residents, which represents approximately 0.11% to 0.12% of the country's total population.

• Bet on penetrating as a premium product: Amul Gold aims to position itself as a “premium” milk due to its high fat content and creamy texture, which is uncommon in our national offering. This may attract curious consumers, foodies, or those interested in international cuisine, but it remains a niche. We also cannot overlook the trend that has been established in our country for years of having a “healthy” lifestyle. Protein ice creams, skim milk even in remote cafes in Galicia… will it become fashionable to buy a fattier milk?

• Communication: Amul uses sports sponsorship as a central piece of its strategy. They are famous for sponsoring cricket teams and the popular T20 World Cup, but they have also had experiences sponsoring football teams like Argentina, Portugal, and even the Premier League. This could indeed be a great opportunity to enter Europe, but they must not forget the significant cultural differences that exist between countries on the continent.

• Packaging: The Amul brand is always accompanied by a character, a young girl who some might remember as Mafalda. Will this help attract Boomers and Xs? Will having a character on the packaging help attract attention on supermarket shelves? And connect with new generations? What is certain is that, to comply with European legislation, Amul Gold cartons in Spain will have their caps attached to the container; something that does not happen in India, where there is simply no cap. I wonder if reopening cartons with scissors would not be a better solution to reduce pollution and facilitate recycling.

• Cooperative alliance: The collaboration between COVAP and Amul makes sense from a cooperative and know-how exchange perspective, but the motivation seems more institutional and symbolic (showing the strength of the Indian and Spanish cooperative model) than a commercial bet with high probabilities of massive success. However, this does make sense for India from a strategic perspective; since Narendra Modi came to power in 2014, one of India's goals has been to access the European market, and Spain can be the gateway thanks to its geographical position and logistics network, among other factors.

Branding or genuine supermarket conquest?

Can a foreign brand, no matter how strong it is in its own country, conquer a mature and saturated market solely with the strength of its name and a “different” formula of milk? Or are we facing a global branding operation aimed at the Indian diaspora and, above all, to reinforce the international image of the country, rather than a true conquest of the average Spanish consumer?

Let’s take a look in our supermarket the next day we go shopping: are there international dairy products that have really managed to secure a stable foothold? What would Amul need to offer for you or most Spanish consumers to choose it over the existing offerings? Beyond football, what meaning should they project and how can they make it tangible?

Amul's internationalization decision seems more a bet for visibility and prestige of the commercial alliance than a business move with guarantees of success in the short to medium term. Can the cooperative from Gujarat endure long enough to carve out a place in the hearts of Spaniards (without dying in the attempt)? Will it strengthen the image of India as a brand-country in the process?