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60% Of Indian Consumers Want A Personal AI Agent, Highest In APAC: Adobe Report

Adobe's 2026 AI and Digital Trends Report finds Indian consumers leading APAC in agentic AI adoption, with growing interest in AI-powered shopping, customer service, and personal digital assistants.

MM Desk by MM Desk
June 25, 2026
in Media
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60% Of Indian Consumers Want A Personal AI Agent, Highest In APAC: Adobe Report

Indian consumers are showing the strongest appetite for agentic AI in the Asia-Pacific region, with 60% expressing interest in creating a personal AI agent, according to the latest findings from the Adobe 2026 AI and Digital Trends Report.

The report, released on June 25, is based on responses from 7,000 consumers and business leaders globally and examines how businesses are approaching AI adoption and digital transformation, alongside changing consumer attitudes toward AI-powered experiences.

According to the study, India leads the region in consumer openness toward AI agents. More than half (55%) of Indian consumers said they would be willing to interact with a brand’s AI agent, while 58% said they are comfortable with agent-to-agent interactions. Additionally, 61% said they would be comfortable allowing an AI agent to interact with a brand’s human representative on their behalf.

The findings suggest that Indian consumers are increasingly embracing AI across their shopping and customer service journeys. Around 65% of respondents reported using AI to search for personalised product recommendations, while 60% use AI-powered tools for instant customer support. Another 62% said they are open to making purchases through a virtual AI concierge.

Trust emerged as a major factor influencing AI adoption. The study found that clear labelling of AI interactions was the most important reassurance for consumers, cited by 21% of respondents. The ability to switch to a human representative at any point ranked second at 17%.

While 74% of consumers said AI-driven personalisation often saves them time and 71% described such experiences as convenient, the research also revealed concerns around transparency. Around 61% of respondents said they would stop engaging with a brand if they discovered they were interacting with AI when they believed they were speaking with a human. Meanwhile, 76% said AI-powered interactions should feel human rather than robotic.

On the enterprise side, the report suggests that while enthusiasm around agentic AI is growing, large-scale implementation remains limited.

Only 10% of Indian organisations have embedded agentic AI into customer support functions, while 9% have adopted it for brand discovery and search. Enterprise-wide deployment remains relatively low, with just 7% of organisations using agentic AI at scale for marketing content creation and customer support, and only 4% deploying it extensively for customer onboarding and education.

Businesses also continue to face significant operational challenges in scaling AI initiatives. Data integration and quality issues were cited as the biggest barrier by 69% of executives, followed by talent and skills shortages (65%), unclear return on investment (62%), and technology infrastructure limitations (48%).

Despite these hurdles, organisations are already reporting benefits from generative AI adoption. Around 71% of businesses said generative AI has improved the speed and volume of content ideation and production, while 67% said it has enabled non-creative teams to produce content more effectively.

“India is emerging as one of the most receptive markets for agentic AI in Asia Pacific, creating new opportunities for brands to deliver more personalised and effective customer experiences,” said Anindita Veluri, Director of Marketing, Adobe India.

The report also highlights a growing disconnect between consumer expectations and how organisations measure AI success. While consumers tend to evaluate AI experiences based on trust, transparency, and whether their needs are effectively met, many businesses continue to prioritise efficiency gains and cost reduction metrics.

“At the same time, consumers expect these interactions to be transparent, intuitive and human-centric. As organisations move from experimentation to scaled adoption, strong data foundations, governance and trust will be critical to unlocking the full value of AI.” she added.

“Consumer behaviours are shifting across Asia Pacific, with AI already rising in brand discovery and now set to play a greater role in purchasing journeys. Many consumers are comfortable with agentic AI, but say adoption relies on defined transparent contexts with options for human support,” said Duncan Egan, Vice President of Enterprise Marketing, Asia Pacific and Japan, Adobe.

“For many organisations, AI is already delivering meaningful improvements to experience delivery and customer growth. Early results from generative AI are translating into accelerated agentic adoption. However, while enthusiasm for agentic AI is high, most brands still need to build the data, governance and orchestration capabilities that will allow these efforts to scale.” he added.

 

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Every marketer talks about building awareness, few have to build it without talking about the product. India's alcobev industry has spent decades navigating that paradox. Direct product advertising isn't permitted, making surrogate advertising only one part of the marketing equation. The bigger challenge has always been earning something no media budget can buy: consumers who become advocates for the brand. For Debasree Dasgupta, Chief Marketing Officer, Pernod Ricard India, that's the category's biggest truth. “Consumers will always be your biggest advertisers,” she said. It's a philosophy born out of necessity. But it has also shaped how alcobev brands think about marketing itself. “The principles of marketing are the same whether it's personal care, beauty or alcobev. What changes is the complexity.” That complexity, according to Dasgupta, isn't just about navigating regulations. It's about understanding consumers, managing a diverse portfolio, and ensuring brands continue to grow despite having fewer traditional marketing levers than almost any other consumer category. India remains one of the world's most tightly regulated alcohol markets, where brands have to navigate different state regulations, on-trade and off-trade ecosystems, and restrictions on advertising products directly. For marketers, that has meant learning an entirely different language of brand building. Marketing hasn't changed, The rulebook has Dasgupta's own career has prepared her for exactly that. Rather than following a straight path, she has moved across FMCG, health and hygiene, beverages and now alcobev, picking up different lessons along the way. “I think the beauty is that I didn't have a linear career path, and I think it was very deliberate and intentional.” Each company, she said, has added a different layer to her understanding of marketing. “Unilever taught me to be extremely consumer-centric and always keep the consumer at the heart. Reckitt taught me commercial discipline, that marketing needs to lead to commercial and business growth. PepsiCo was about how brands stay relevant in culture.” Bringing those experiences together at Pernod Ricard has reinforced one belief. “The principles of marketing remain the same.” The environment, however, certainly doesn't. While referring to India as one of the markets where alcohol advertising is prohibited, she said, “The regulatory landscape is quite complex. That's the piece that one needs to wrap their minds around as you navigate and ensure that you're able to drive business growth.” That complexity extends well beyond regulation. “At a portfolio level, it's important for us to understand what is delivering the present and what will deliver tomorrow,” she said. “Where is growth coming from today, and where will growth come from in the future?” When consumers become the media channel Perhaps the biggest difference between alcobev and traditional consumer goods lies in how brands create awareness. Unlike an FMCG company, Pernod Ricard cannot advertise its alcohol products directly. “So the disadvantage that we have versus CPG is we cannot advertise products,” Dasgupta said. “We are in compliance with the guidelines that exist today.” Instead, the company builds visibility through compliant brand extensions such as packaged drinking water, while investing in passion points like cricket, music and digital platforms. “For us, the brand extension is a compliant business in itself and we can advertise that. We continue to double down on social, digital and influencer marketing for those businesses.” Furthermore, Dasgupta went on to say, “What we rely on is on-premise advocacy. We rely on sampling. We ensure that our liquids are extremely high quality so that when the moment of truth happens, consumers really love the product.” That has also meant new launches take longer to build. “Awareness build-up is much slower because consumers discover the product at the point of sale. That's very different from an FMCG brand.” Which naturally raises another question: if brands can't advertise products, who does the selling? “The consumers will always be your biggest advertisers,” Dasgupta said. “If you walk into an outlet and see someone drinking, it gives you confidence in the brand.” Word of mouth, she believes, becomes one of the category's most powerful marketing channels. “In a category where you can't advertise the product, consumers become your champions.” That consumer-first philosophy also shapes how global brands are adapted for India. For marketers outside the alcobev industry, the constraints may seem daunting. For Dasgupta, they've simply reinforced a timeless lesson. When the product can't do the talking, the brand, and ultimately the consumer, has to.

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