Over the last several years, the Group has strategically diversified its business in order to reduce its reliance on any single brand, market, channel of distribution or product category, and in line with the goal of not just building a bigger business, but a stronger one as well.
Today, the Group has a more balanced business, built around a portfolio of diverse yet complementary brands and offering its customers a competitive mix of products sold through multiple distribution channels. Our products are sold in North America, Asia, Europe and Latin America through a variety of wholesale distribution channels, including department and specialty retail stores, mass merchants, warehouse clubs and e-retailers; our company-operated retail stores as well as through e-commerce.
The Samsonite brand first appeared on the Streamlite suitcase, an innovative luggage line made by covering wooden frame with vulcanized fibre. Our core brand, Samsonite, is one of the most well-known travel luggage brands in the world and has been central to the growth and success of our business since it was first introduced in For the first time, wooden box construction gave way to a shift toward lighter materials, initially magnesium and ABS.
The first Samsonite suitcase on wheels was introduced as part of the Silhouette product line, representing a revolution in comfort and convenience for travelers. Today, Samsonite continues to lead the luggage category with those same core principles, further expanding Shwayder's vision globally with design and innovation into product categories and consumer targets.
Samsonite's tagline - 'Life's a Journey' - embodies the brand's transformation and future, symbolising the role Samsonite has in the multi-faceted lives of travellers. With a rich heritage that includes nearly a century in business, Samsonite's tagline — 'Life's a Journey' — embodies the brand's belief and vision, symbolising the role Samsonite has in the multi-faceted lives of travellers.
The Samsonite brand was born in when founder Jesse Shwayder began producing luggage for turn-of-the-century travellers who appreciated the Company's unique, durable and finely crafted products. By his own estimate, about half of the company's work force had been replaced by Candlish also launched a comprehensive study to determine exactly what consumer wanted. That survey lead to the introduction of the "World's Greatest Garment Bag," as described in company promotionals, which became a very successful new product.
That bag was followed by a string of new soft- and hard-sided luggage products that served to renew Samsonite's innovation edge. Like its subsidiary, Beatrice was scurrying during the early and mids to cut costs and refocus its organization. Then, 15 months later, Kholberg spun off Samsonite and eight other companies into a new company called E-II. Throughout the buyout melee, Candlish managed to keep his chief executive job and even to improve Samsonite's performance.
As Samsonite continued to post gains in the recession of the late s and early s, its parent company, E-II, floundered and eventually filed for Chapter 11 bankruptcy.
Those sales included nearly 70 percent of the hard-sided luggage sold throughout the world, including such nations as Russia, Argentina, and China. By the early s, Samsonite was recognized as a U.
Under his direction, Samsonite continued to grow and to retain its global bent. In Astrum purchased the American Tourister luggage company to complement Samsonite. That purchase significantly bolstered Samsonite's lead in the domestic luggage market and broadened its scope to include some lower tier segments of the market.
Samsonite regained its independence for the first time since when Astrum announced early in that it was going to split into two companies, one of which would be the new publicly held, independent, Denver-based Samsonite Corporation.
The new company retained the Samsonite and American Tourister divisions and related operations. Green expected to stay on as head of Samsonite.
Besides expanding into new global markets, Green announced his intention to broaden Samsonite's product line to include luggage racks, golf and ski bags, camping gear, and even computer and camera cases. In , however, Green was replaced by Richard Nicolosi, who promised the board of directors that he'd "turn a good company into a great one.
He cut the 8, workforce by 1,, shut down factories in Canada and Mexico, and centralized production lines. To save money, the company pulled out of the industry's annual trade show. Nicolosi also planned to raise luggage prices across the board and introduce upscale product lines in the U. Domestic sales trailed off, though, as the new hardside line failed to stimulate interest in a consumer market with a preference for its softside or hybrid cousin.
It began expanding luxury product lines and opening international flagship stores in Milan, Brussels, London, Washington, D. Samsonite's non-luggage product line by then included footwear and an Italian-designed travel clothing line. Leading the industry in luggage design, it introduced many popular features of the s—molded suitcases on wheels, suitcases with built-in luggage carts, and full-featured, structured garment bags.
Samsonite owned approximately patents in the United States alone, and over patents and design registrations around the world.
Its innovative designs continued with hybrid luggage products that combined the "best" features of softside and hardside luggage. In , the company planned to introduce a "G-Force" computer bag that touted degree protection. Most products were designed at Samsonite's own research, development, and design centers in the United States and Europe; they were produced around the world primarily at 12 company-owned or leased facilities.
In , a corporate restructuring plan announced the closing of its long-time Denver manufacturing facility, which was scheduled to cease production of hardside luggage as it had done for almost a century. While hardside luggage manufacturing would proceed at plants outside the United States, the Denver office would continue to host corporate operations and remain a major distribution point. Even with the closing of its Denver manufacturing facility, Samsonite remained the leading global producer and distributor of hardside luggage.
Softside luggage accounted for nearly half of its sales. Its three brands, Samsonite, American Tourister, and Lark, remained top sellers as the company retained its leading position in North America, Europe, and Asia. The company planned to use its existing assets—strong brands, quality products, and global capabilities—to improve profitability and expand sales, especially in the luxury markets.
Principal Subsidiaries: C. Holdings, Inc. Belgium ; Samsonite S. Netherlands ; Samsonite Ges. Slovakia ; Samsonite Sp. China ; Samsonite Latinoamerica, S. Mexico ; Samsonite Mexico, S. Brazil ; Samsonite Canada Inc. Canada ; Samson S. Brazil ; Samsonite Argentina S. Argentina ; Arife S. Uruguay ; Samsonite Company Stores, Inc.
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