Samsonite has a global supply chain. What is the role of India in the overall mix?
We produce in China, Vietnam, Thailand, Myanmar and Europe – but India is the main center. Samsonite has three factories worldwide: two in Europe and one in Nash. Our Indian factory itself produces more than 5 lakh pieces a month and serves domestic and global subsidiaries. Hard luggage is largely made internally; Soft luggage uses retailers’ nets. However, everything is constructed and designed internally-no longer outside trading.
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Postfolio in India Post-Covid looks more layered, premium, but also wider. Is it intentional?
The location of the brand has not changed – we have always been premium. But what has changed is an Indian consumer. People now buy top products instead of picking them up abroad. While our entry prices remain in £10,000, now we offer £30,000- £Also 40,000 collections. And it’s not just meters; Demand is strong from Indore, Bhopal and Jaipur. Consumers are looking for functionality and condition.
The demand for travel has stabilized after a postpandemic boom?
She normalized, yes, but at a higher base. There is a structural shift, more frequent short breaks and mixed trips in the field of commercial free substances. The new D2C brands increase momentum, although their scale remains modest.
Mokobara is now often mentioned in the same breath.
They created awareness and helped expand the category, especially among younger viewers. However, long -term performance still cares. Worldwide, we saw similar brands rise fast and plateau. We will not chase acquisitions in India. We already have a strong game with multiple brands.
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How is this portfolio segmented?
Three main brands – Samsonite, American Tourister (AT), Kamiliant. Everyone has a clear role. Samsonite is a frequent flyer for engineering. American Tourister is an energy, colorful and more mass premium. Kamiliant focuses on the value realized by the first buyer. Then there is tumi, managed by Reliance brands. We built Kamiliant to stand alone now; Previously it was “Kamiliant AT”, but the tie is gradually disappearing.
Your Samsonite campaign ‘tested as Samsonite’ felt like a shift.
This campaign was rooted in consumer research. Loyalists told us they love our deep product engineering. Things like 32 -piece wheels and drop sensors. So we leaned. We showed that boxer Mary Kom Smashing Bags, driver F1, who Tahl one and the story of Amitabha Raj about resistance. Instead of magic, we focused on trust and testing. We created a music video with Siddhant Chaturvedi.
Meanwhile, Kamiliant set out on the comic journey-Ganji Poverty and Contery in the style of the chamber. Each brand has its own creative stripe.
How do you evaluate the return on investment with so many campaigns?
Celebrities bring reach; Influence creates authenticity. We measure not only conversions, but engagement and long -term capital. For example, the video Ganji Poverty Kamiliant has reached the shares of Lakh – an organic reach like that is gold.
What are your marketing expenses as a percentage of sales?
Approximately 6-7% of the upper line.
What role does a fast shop now play?
We live on Q-Commerce with AT and Kamiliant. There are logistics obstacles, the delivery of luggage on a two -wheel scale is not easy, but we see cases of use, such as urgent orders at the last minute. It’s still early days.
But you also indicated that you withdrew back to an electronic store.
E-commerce became a bid war. It’s less about discovering the brand and more about algorithmic location. We decided to focus on sustainable growth and profitability. We are present online, but you do not pretend in the persecution of rows.
What about sustainability?
Every bag we sell now has a lining made of recycled bottles for pets. We monitor strict green standards worldwide, although we are not actively claiming to be actively in India. Indian consumers do not require it yet, but the shift will come. The Alpha gene can grow up as default expectations.
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What is the current retail track?
More than 15,000–20,000 touch points. Samsonite is mostly sold through the company’s stores; AT is controlled by franchise; Kamiliant is through retail and electronic trading with multiple brands. We have a deep reach in all districts.
How big is India in the Samsonite global mix?
Among the best markets and one of the fastest growing. Our research and development center is in Nash. The factory has just expanded there, now up to 7 lakh units per month. We invested millions in two phases. India is not only big, it’s strategic.
Are exports growing?
We export to Europe, Australia, the Middle East, Africa and parts of Asia. Not yet to the US. But with moving global tariffs, this can change.
Recently you have been busy with cooperation.
Yes – Across all brands. With Masaba, Manish Malhotra, Netflix (Stranger Things, Squid Game), Hugo Boss, Laura Ashley and Smurfs. Cooperation helps us to address a specialized audience, spark buzzing and maintain brands culturally relevant.
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