Latest news with #Post-Covid
Mint
8 hours ago
- Business
- Mint
Samsonite backs India's premium shift, resists e-commerce discount battles
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.
Time of India
2 days ago
- Business
- Time of India
Beyond The Cut
Times of India's Edit Page team comprises senior journalists with wide-ranging interests who debate and opine on the news and issues of the day. RBI can't do anything about sluggish incomes RBI's generous 50bps rate cut cheered markets on Friday, and should ease pressure of EMIs on borrowers soon. But a bigger test lies ahead – will it spur demand, and growth? Although Q4 data for fiscal 2025 was encouraging, its 7.4% growth was mostly powered by govt-led construction. Manufacturing growth remained sluggish, which is a dampener for the central bank's 'growth aspiration' of 7-8%. RBI has already set its growth expectation for the current fiscal at a modest 6.5%. For India to grow in the target range, private consumption – which accounts for close to 60% of GDP – must shift gears, and the three rate cuts this year – altogether 100bps – will make borrowing significantly cheaper. RBI and govt will hope this stimulates demand for housing and automobiles, key industries that employ millions and have significant multiplier effects. While inflation has finally cooled to a comfortable level, creating room for rate cuts, some experts have diagnosed sluggish demand and slowing price rise as a sign of weak incomes. Post-Covid, the housing and automobile markets became premiumised. Small hatchbacks, once the base of the car market, are now a tiny segment. Likewise, smaller apartments fell off builders' plans. Essentially, mid-income earners got priced out. Cheaper credit could change that, and if private demand booms, so will private capex. That's the hope. But if these rate cuts don't translate into growth, govt will seriously need to look at the problem of income stagnation. RBI has already changed its policy stance from accommodative to neutral, signalling a reluctance to make more cuts this year. Facebook Twitter Linkedin Email This piece appeared as an editorial opinion in the print edition of The Times of India.
New Indian Express
12-05-2025
- Entertainment
- New Indian Express
Diganth's Edagaiye Apaghatakke Kaarana finally gets a release date
'Independent filmmaking, especially for first-timers like me, is a long and uncertain road,' shares Samarth. 'Initially, I planned to make a splash with Antagoni Shetty, with Rishab Shetty in the lead. I was also one of the writers on his directorial Rudraprayag, which is still on hold. But then EAK took shape, and I've learned so much through its making. Post-Covid, things got even more challenging, but the passion kept it alive,' says Samarth. The film's production saw multiple changes in producers over time. It has now found solid backing in Ravichandran AJ, producer of Blink, and Rajesh Keelambi, producer of Shakahari. 'After watching the film, they believed in its potential and gave it the push it needed. Their support has breathed new life into the project,' says Samarth.
