Samsonite'S Diversified Brand Strategy Layout

For the impact of e-commerce channels on traditional channels, Samsonite's response strategy is to buy different products from different channels.

The "Engenero" suitcase sold on Jingdong is a product line that can not be purchased under the line. This strategy avoids the brand competition of its own brand.

But even with diversified channels and supply chain networks, it is not easy to control diversified brands in such fragmented markets.

According to Samsonite's 2014 results, the net sales growth in Asia, North America, Europe and Latin America was 18%, 22.9%, 10.4% and 15.6% respectively, and the growth rate in the Chinese market was 18.7%.

For the Chinese market, Samsonite wants more. In 2014, there were 3 billion 610 million domestic tourists in China in the whole year, and 1 billion 120 million outbound tourists, an increase of 15.4% and 18.7% compared to 2013.

In the view of Ma Ruiguo, President of Samsonite Greater China, the luggage market has entered a period of rapid growth.

Samsonite's practice is to weaken the positioning of "luxury goods" and greatly adjust the brand strategy.

"We will be a multi brand and multi-channel strategy in the future.

We use different brands to meet the needs of different consumers through different channels. We have dabbled in high-end business travel, leisure travel, urban life work and outdoor activities, and even shell products including iPhone and iPad.

Ma Ruiguo told the "financial world" weekly that in addition to keeping up with the position of business travel, another direction for Samsonite to grow is from emerging markets. Since its launch in Hongkong in 2011, the main consumer group is the luggage brand of business travelers, and has begun to enter more market segments through the addition of sub brands or acquisitions.

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This is a wise move.

The demand for the Chinese market is very diverse. In the high-end market, Samsonite is already the best selling brand, occupying the vast majority of airports.

Or the important position of orlies.

In the middle and low end market, American Tourister also performed well, which is the main source of Samsonite's growth in China.

In Ma Ruiguo's view, in product design

And the distribution of goods to supermarkets and other channels is also the reason for the success of this brand.

Further up, there are Samsonite Black Label targeting high-end business travellers and Hartmann, which is positioned as light luxury.

The Samsonite Red product line, launched in 2011, is a supplement to urban consumer groups, targeting young people who have just started their career.

In addition, Samsonite is also looking for new trends in the changing consumer.

For example, in the past, people preferred boarding boxes, but now the medium size (24 inches) boxes are more popular.

Backpacks are also popular at the moment, because everyone needs to use their cell phones to release their hands. "

Ma Ruiguo said, from the regional market, the US market has higher requirements for function and can give in to the appearance.

Chinese consumers not only have high requirements for appearance, but also have higher requirements for some internal parts.

Samsonite will also make adjustments to the characteristics of different markets.