logo
Samsonite backs India's premium shift, resists e-commerce discount battles

Samsonite backs India's premium shift, resists e-commerce discount battles

Mint4 days ago

Mumbai: India's booming travel market has ignited a fierce luggage war, pitting established brands against aggressive direct-to-consumer (D2C) newcomers and budget-focused e-commerce platforms. Amidst this intense competition, Samsonite, the global travel gear giant, is leveraging its premium positioning, overhauling its brand strategy and doubling down on its India-specific playbook. In this interview, Anushree Tainwala, vice-president—marketing, Samsonite South Asia, breaks down the company's multi-brand strategy, its refusal to join the discount race, and why a 'tested like Samsonite' pitch is resonating more than flashy advertising. Edited excerpts:
Samsonite has a global supply chain. What's India's role in the overall mix?
We manufacture in China, Vietnam, Thailand, Myanmar and Europe—but India is a core hub. Samsonite has just three owned factories globally: two in Europe and one in Nashik. Our Indian factory alone produces over 5 lakh pieces monthly, serving both domestic and global subsidiaries. Hard luggage is largely made in-house; soft luggage leverages vendor networks. But everything is engineered and designed internally—no off-the-shelf trading.
Also read: Monsoon & Musings: India's ad brains ponder Goafest's future
Post-Covid, your India portfolio looks more layered, premium, but also broader. Is it intentional?
The brand's positioning hasn't changed—we've always been premium. But what's changed is the Indian consumer. People now buy high-end products here instead of picking them up abroad. While our entry pricing stays at ₹10,000, we now offer ₹30,000– ₹40,000 collections, too. And it's not just metros; demand is strong from Indore, Bhopal and Jaipur. Consumers are seeking both functionality and status.
After the post-pandemic boom, has travel demand stabilized?
It has normalized, yes, but on a higher base. There's a structural shift, more frequent short breaks, and blended business-leisure trips. New D2C brands are adding momentum, even if their scale remains modest.
Mokobara often gets mentioned in the same breath now.
They've built awareness and helped grow the category, especially among younger audiences. But long-term performance still matters. Globally, we've seen similar brands rise fast and plateau. We're not chasing acquisitions in India. We already have a strong multi-brand play.
Also read: Third time's the charm for this startup looking to ride India's gaming frenzy
How is that portfolio segmented?
Three main brands—Samsonite, American Tourister (AT), Kamiliant. Each has a clear role. Samsonite is for the engineering-obsessed frequent flyer. American Tourister is energetic, colourful and more mass-premium. Kamiliant targets value-conscious first-time buyers. Then there's Tumi, managed by Reliance Brands. We've built Kamiliant to stand on its own now; earlier, it was 'Kamiliant by AT", but that tie is gradually fading.
Your campaign for Samsonite 'Tested Like Samsonite' felt like a shift.
That campaign was rooted in consumer research. Loyalists told us they loved our deep product engineering. Things like 32-part wheels and drop-test sensors. So we leaned in. We showed boxer Mary Kom smashing bags, an F1 driver towing one and Amitabh Raj's story of resilience. Instead of glamour, we focused on trust and testing. For AT, we created a music video with Siddhant Chaturvedi.
Kamiliant, meanwhile, took the comic route—Ganji Chudail and Komolika-style content. Each brand has its own creative lane.
With so many campaigns, how do you assess RoI?
Celebrities bring reach; influencers build authenticity. We measure not just conversions, but engagement and long-term equity. Ganji Chudail's Kamiliant video, for example, got over a lakh shares—organic reach like that is gold.
What's your marketing spend as a percentage of sales?
Around 6–7% of topline.
What role does quick commerce play now?
We're live on Q-commerce with AT and Kamiliant. There are logistical hurdles, delivering luggage on a two-wheeler isn't easy, but we see use cases like urgent last-minute orders. It's still early days.
But you also hinted at pulling back on e-commerce.
E-commerce has become a bidding war. It's less about brand discovery and more about algorithmic placement. We've chosen to focus on sustainable growth and profitability. We're present online but don't overinvest in chasing ranks.
What about sustainability?
Every bag we sell now has a lining made from recycled PET bottles. Globally, we follow strict green norms, even if we don't actively market it in India yet. Indian consumers aren't demanding it yet, but the shift will come. Gen Alpha may grow up with it as a default expectation.
Also read: From milk delivery to FMCG - Chitale Bandhu now seeks to make a mark with snacks
What's the current retail footprint?
Over 15,000–20,000 touchpoints. Samsonite is sold mostly through company stores; AT is franchise-driven; Kamiliant is via multi-brand retail and e-commerce. We have deep reach across all districts.
How big is India in Samsonite's global mix?
Among the top markets, and one of the fastest-growing. Our R&D centre is in Nashik. The factory there just expanded, now up to 7 lakh units per month. We've invested millions over two phases already. India is not just large, it's strategic.
Are exports growing too?
We export to Europe, Australia, the Middle East, Africa, and parts of Asia. Not to the US yet. But with shifting global tariffs, that may change.
You've been busy with collaborations lately.
Yes—across all brands. With Masaba, Manish Malhotra, Netflix (Stranger Things, Squid Game), Hugo Boss, Laura Ashley and Smurfs. Collaborations help us reach niche audiences, spark buzz, and keep the brands culturally relevant.

Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Boeing shares fall sharply as Air India crash spotlights series of previous accidents
Boeing shares fall sharply as Air India crash spotlights series of previous accidents

Mint

time20 minutes ago

  • Mint

Boeing shares fall sharply as Air India crash spotlights series of previous accidents

On Monday, June 16, the biennial Paris Air Show begins at Le Bourget, on the outskirts of Paris. As the stage is set for the show and aircraft manufacturers fly in their latest products and set up stalls, Boeing shares saw a sharp dive of over 7 per cent in pre-opening. The shares nosedived after VT-ANB, the 13-year-old Dreamliner with Air India, went down in Ahmedabad from where it took off for a scheduled flight to London Gatwick. The aircraft was one of the 27 the airline has in its fleet, and the flight was a codeshare with equity partner Singapore Airlines. The flight, which departed from Ahmedabad at 1338 hrs, was carrying 242 passengers and crew members on board the Boeing 787-8 aircraft. Of these, 169 are Indian nationals, 53 are British nationals, one Canadian national and seven Portuguese nationals, as per the airline, which it posted on social media. The aircraft was delivered to Air India in January 2014 and configured with 18 Business class and 238 economy class seats. The loss of an aircraft, the first for an Indian airline after the Kozhikode crash in 2020 and that too involving a technologically advanced aircraft like the Dreamliner, has cast a shadow on the Paris Air Show and explains the dip in share price for Boeing in the pre-opening session. Paris Air Show is one of the major airshows where large orders are announced or signed. Both IndiGo and Air India signed their record-breaking orders at Paris in 2023, with Air India expected to add more planes to its order book next week, a possibility that may not happen because of the events in Ahmedabad. The crash may be the first for a Dreamliner, but Boeing is in the news again. The airline faced two fatal crashes with the MAX 8 aircraft, one in Indonesia and one in Ethiopia, after which a global grounding took place. The MAX kept making news at periodic intervals for all the wrong reasons, until recently, the FAA and Boeing worked closely to ensure quality was delivered. As if the MAX crisis was behind it, a new one has crash-landed just days before the airshow. The Boeing 787 Dreamliner faced significant battery issues in 2013, leading to a worldwide grounding of the fleet. These problems stemmed from lithium-ion batteries used in the aircraft's auxiliary power unit (APU), which were prone to thermal runaway and fires. The issues ultimately resulted in the grounding of the Dreamliner fleet, with the FAA and NTSB investigating the design and manufacturing of the batteries. Air India had also grounded its planes and subsequently saw the changes done before flying them again. The aircraft has had no issues since then. Boeing has a robust order book for the Dreamliner, including 20 from Air India, the first of which is due by end of this year. In less than 14 years, the 787 Dreamliner fleet has carried more than one billion passengers, faster than any other widebody jet in aviation history. The 787 has unlocked more than 425 new nonstop routes around the world, many of which were never served previously. Boeing has over 1,100 787s in service globally. Not just Boeing, the fatal crash will cast a shadow on the airshow in Paris next week with muted celebrations for orders and possibly delaying orders from Air India, if at all they were going to place one and possibly other Indian carriers. The crash will be the talking point, especially against the backdrop of the world community being in Delhi early this month for the 81st IATA AGM, which was held in Delhi after a gap of over four decades and heard about the India growth story. The investigations take time and the focus first is to get the Flight Data Recorder (FDR) and Cockpit Voice Recorder (CVR) and send them for investigation which will give key answers. Boeing will be involved in this process as is the norm. Until then, at the Paris air show, questions will be asked about what led to the crash and it is too early to have definite answers.

Top 4 trending workplace designs to turn offices into productivity powerhouses
Top 4 trending workplace designs to turn offices into productivity powerhouses

Hindustan Times

time20 minutes ago

  • Hindustan Times

Top 4 trending workplace designs to turn offices into productivity powerhouses

Productivity is not just something that comes from within, from our mental willpower. It is also shaped by the space around us. Beyond productivity, mental wellbeing is equally important, signifying the importance of workplace designs to be supportive. This is why workplace design needs to be done in a way that acts as an external motivator, regulating moods, improving focus, and supporting overall emotional wellbeing. In an interview with HT Lifestyle, Aryaman Vir, Founder and CEO of Morpho Dimensions, shared insights on how workplace interiors can significantly benefit from key design interventions that boost productivity, wellbeing, and adaptability. He said, 'India's office spaces are experiencing a significant transformation, motivated by a straightforward realisation, people work better when their environment supports how they truly function, not how we believe they should function.' Aryaman Vir shared four key changes reshaping Indian workplaces:

In Graphics: Looking at the iconic Boeing 787-8 Dreamliner involved in the Air India plane crash
In Graphics: Looking at the iconic Boeing 787-8 Dreamliner involved in the Air India plane crash

First Post

time20 minutes ago

  • First Post

In Graphics: Looking at the iconic Boeing 787-8 Dreamliner involved in the Air India plane crash

An Air India Boeing 787 Dreamliner crashed shortly after takeoff from Ahmedabad en route to Gatwick, killing 241 people on board. The aircraft issued a MAYDAY call before losing contact. The Dreamliner, known for its advanced design and long-haul efficiency, was first inducted by Air India in 2012 read more Then-Boeing India President Dinesh Keskar (C) poses in front of the Boeing 787 Dreamliner aircraft for All Nippon Airways (ANA) after its India debut landing at the Indira Gandhi international airport in New Delhi, July 13, 2011. File Image/Reuters An Air India Boeing 787 Dreamliner operating as flight AI-171 from Ahmedabad to Gatwick crashed shortly after takeoff on Wednesday afternoon, reportedly killing all 242 people on board. The Directorate General of Civil Aviation (DGCA) confirmed that the aircraft issued a 'MAYDAY' distress signal moments after departing from Runway 23 at 1:39 pm IST, but lost contact with air traffic control (ATC) shortly thereafter. The passenger manifest included 169 Indian nationals, 53 British citizens, seven Portuguese, and one Canadian. STORY CONTINUES BELOW THIS AD The crash site near the airport perimeter was engulfed in smoke, with emergency teams, fire services, and recovery units mobilised for rescue and investigation. Authorities confirmed that the last recorded communication from the cockpit was the emergency 'MAYDAY' call. More from Explainers Helpline numbers launched after Air India flight crash in Ahmedabad The aircraft involved belonged to the Boeing 787 Dreamliner family, a long-haul, wide-body, twin-engine jet developed by Boeing Commercial Airplanes. Launched in 2004 and entering service in 2011, the 787 was designed for fuel efficiency and advanced composite material usage. Air India was among the earliest carriers in Asia to induct the Dreamliner, receiving its first 787-8 in 2012. We take a look at the iconic Dreamliner, in graphics: The DGCA and civil aviation ministry Prime Minister Narendra Modi has directed top officials to oversee relief operations and ensure all assistance is provided to affected families.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into the world of global news and events? Download our app today from your preferred app store and start exploring.
app-storeplay-store