In Italy, aperitivo is never just about what’s in the glass. It is the hour before dinner when friends gather over something light to drink and a bite to eat, and the pace of the evening slows down. The spritz is simply its most recognisable serve.
Campari Group believes that the occasion has a natural home in South-East Asia. The region already has much of what aperitivo needs: a climate suited to evenings outdoors, a food culture that rewards lingering over a meal, rooftop bars and an increasingly dynamic cocktail scene. But the ambition isn’t to copy the Italian version exactly. It’s to let aperitivo take shape in the way people across the region already gather, eat and drink, guided by local hospitality partners.
Behind that ambition sits a portfolio built for the occasion. Aperol remains the bright, bittersweet gateway into the spritz while Campari, the bold red icon created in 1860, has helped shape Italian aperitivo culture for generations. Four further expressions now widen who the occasion can reach: Sarti, with a fruit-forward character built around blood orange, mango and passion fruit; Cynar, offering herbal depth for the more curious palate; Mondoro, lending a premium sparkle to the bubbly backbone of the spritz; and Crodino, alcohol-free since 1965, offering another way to enjoy the ritual. Six spritzes, six ways in, one occasion.
Global Drinks Intel spoke to Campari Group’s MD of Asia Partnership Markets, Armando De Paolis (below), about why he believes South-East Asia is ready for aperitivo, how the category can carve out space between beer and cocktails, and what it will take to turn an Italian evening ritual into a South-East Asian one.
Where are the priority markets for Campari Group in South-East Asia?
We have four critical markets; Singapore, Indonesia, Thailand and Vietnam. All four are more or less the same size for us at this stage.
We don’t focus only on these four. There are other geographies in South-East Asia that I expect to become more important in the years to come, such as the Philippines. This is one market I believe will grow faster over the next decade.
I come from Europe, where we have mature markets and solid businesses, with an on-premise that is well-established. South-East Asia is on another level – I believe it represents one of the spirits industry growth engine in the future. Outside of the well-known opportunities like China and India for Asia Pacific, South-East Asia is a place to look after quite carefully.
How have the aperitivo category and its spritz serve, both of which originated in Europe, been translated for the region?
South-East Asia’s social and dining culture aligns naturally with the aperitivo occasion. The spritz was born in the summer and for many people in Europe, their first Aperol Spritz was enjoyed at sunset by the sea. South-East Asia offers a similar backdrop, with year-round warm weather, iconic beach destinations and vibrant rooftop culture, the region offers all the ingredients to make the aperitivo successful.
Beyond climate and setting, the region has a rich and diverse food culture and a strong tradition of gathering around shared experiences, making it a natural home for the aperitivo ritual. Lastly, Combined with its status as a global tourist hub and a growing consumer shift from other beverages towards cocktails and elevated social occasions, South-East Asia represents one of the most compelling growth opportunities for the category.
More broadly, the region’s KPIs, its economics, the growth of its population – and the acceleration in size of the middle class – the opportunity is very real. I genuinely believe we have all the chances to make it happen here.
Our role is not to impose an Italian ritual, but to inspire and shape a local interpretation of aperitivo that feels authentic and relevant to the region’s consumers, to their local lifestyles, tastes and occasions.
Many countries in South-East Asia are traditionally beer markets, though.
There are two areas in which we can play a role and both are linked to the same consumer shift. The aperitivo category sits naturally between beer and cocktails. What we’re trying to do here is to broaden consumers’ repertoire of drinking occasions, offering a spritz ritual that appeals both to beer and spirits consumers. Many of our countries have been traditionally beer- or equally brown spirits-led markets, but the evolving consumer preferences are driving new habits and occasions.
One of the key consumer trends is the growing preference for no-low ABV drinks when people go out, as they increasingly seek balance and moderation without compromising the social experience. Another trend is that people are going out earlier than before, creating demand for lighter and more versatile serves. In this context the opportunity for the aperitivo is to establish itself as an alternative choice alongside beer and cocktails, offering an experience that combines refreshment, sociability and flavour in a way that resonates with evolving consumer preferences.
How do you apply this approach in the region’s on-premise channel?
At Campari, we have always believed in the on-premise and the role of hospitality as a powerful brand-building platform. Our job is to collaborate with on-premise operators to create experiences that are relevant for their consumers and profitable for their businesses.
When I started with Campari [in late 2015], the industry was competing by category. Today consumers are choosing brands that best fit the experience and occasion they are looking for. In South-East Asia, one of the most attractive occasions is the ‘switch off’ moment between work and dinner. Consumers are socialising earlier, looking for lighter serves and more social ways to connect at the end of the day. That’s exactly where aperitivo thrives.
Does South-East Asia require the same approach as today’s established markets in Europe required when they were developing?
No, not at all. The key is not to replicate what worked elsewhere, but to make the occasion locally relevant. We must always respect the brand credentials, our heritage and what our brands stand for, but relevance is what drives adoption.
You’ve been in your current role for exactly two years. How has the region changed in that time?
The first thing to say is that the opportunity has become much more visible and tangible than it did two years ago. Categories like whisk(e)y, gin or vodka have long been established across the region. Today, we’re seeing a growing appreciation around aperitivo, the occasion it creates, for what brands like Aperol and Campari stand for, and for the role aperitivo can play within the region’s evolving social culture.
Consumers, bartenders and hospitality partners are moving closer to our brands. We saw significantly higher levels of engagement around Negroni Week this year, with strong participation from on-premise accounts across the region.
Our brands have gained momentum in South-East Asia over the last two years and my ambition for them is to be in an even stronger position two years from now. It’s hard to put a ceiling on the potential, but the opportunity remains enormous.
You’ve recently moved your regional office.
We’re now in South Beach Tower in Singapore, a fantastic new office that’s been built to host around 60 Camparistas. Designed to bring our culture to life, the space includes our own bar, which serves as a platform to engage with consumers and hospitality professionals.
Singapore is our lighthouse market for South-East Asia, and what happens here has strong visibility across other markets in the region. It was important for us to consolidate our presence here.
How does it feel as an Italian to see these Italian brands gain traction so far from home?
What I’m particularly proud of is how we as a group have protected the heritage and equity of the brands while making them relevant to the modern age and adapting to local markets.
There’s definitely some Italian pride as well. After all, these are brands that I grew up with.
