Samsonite at 115: Subrata Dutta on staying relevant, stylish and sustainable  

For 115 years, Samsonite has been more than just luggage — it’s been a companion on journeys, a marker of personal style, and a quiet testament to innovation and durability. From metal trunks strapped with leather in the early 20th century to today’s ultra-light, sustainable, and stylish travel solutions, the brand has consistently anticipated the needs of travellers around the globe.

Here, Subrata Dutta, president of APAC and Middle East at Samsonite, tells Gulf Business editor Neesha Salian about how the company is celebrating its 115th anniversary, blending heritage with modernity, and staying relevant in the fast-evolving Middle East market. From premium collections and digital acceleration to sustainability and collaborations that capture the zeitgeist, he offers a rare glimpse into the strategies and principles that have kept the brand young, agile, and connected to consumers for more than a century.

Samsonite is celebrating a major milestone this year. Tell us about it.

Yes, it’s a big milestone. All of us at some point have owned, or do own, a Samsonite bag. We started 115 years ago, and our ongoing challenge has been, and we’ve successfully met it, to stay young for 115 years. We leverage this history by learning about markets and consumers every year and staying contemporary to their needs.

We are celebrating 115 years with several events, both big and small, internal and external. But more importantly, we’ve accumulated a huge amount of experience. From traveling with metal and wooden trunks strapped with leather, to introducing wheels, converting two-wheelers to four, and pioneering the use of plastic in luggage, it’s been a long journey.

Plastic, often criticised, has actually been indispensable in multi-use applications. It’s durable, versatile, moldable, and long-lasting. We’ve also pioneered responsible use of plastic, which now underpins our sustainability efforts.

I’m proud to have been part of the company during the 100-year celebration, and now, at 115, we continue to evolve, guided by our founder Jesse Shwayder’s principle: “Do unto others as you would have them do unto you”.

And as part of this milestone, you’ve launched the Streamlite collection. How does this collection tie into the 115-year celebration?

Streamlite is a perfect way to celebrate our history while offering something fresh. We’ve taken inspiration from past collections and reimagined them in a modern style. It’s stylish, cool, and flying off the shelves.

The idea is to honor our legacy while giving consumers a fashionable, functional product — something they can travel with and feel proud to own.

Which brings us to strategy. Based on your experience in the Middle East and Africa, what has been the consistent strategy for this region, and how does it differ from others?

Travel goods combine functionality and lifestyle, and every market has its nuances. Culture, social setup, and generational shifts, especially with Asia-Pacific influences, all affect our approach.

In the Middle East, we combine innovation and sustainability with a regional product architecture that meets consumers’ needs.

The MENA region is diverse: Dubai behaves differently from Egypt or Kenya. Our strategy focuses on three pillars:

• Consumer-centric innovation
• Digital acceleration
• Regional relevance

Together, these pillars help us serve the growing appetite for immersive travel and brand experience in the Middle East.

When you mention digital, are you primarily referring to e-commerce and online shopping?

Yes. Traditionally, our strength has been retail — our stores mimic luxury lifestyle experiences. But we know Middle Eastern consumers also value digital convenience. So, we’ve focused on creating a seamless omni-channel experience: experiencing the product in-store, then buying online, or vice versa.

Consumers in this region are affluent and fashion-conscious, so our focus on premium collections, personalisation, and sustainability resonates well. Price sensitivity varies, competition is high, and Gen Z and millennials make up around 60 per cent of our business today. They are discerning and conscious of sustainability, even asking about our sustainability strategy in recruitment interviews.

Speaking of sustainability and innovation, can you share Samsonite’s approach in these areas?

Sustainability is central to everything we do. In Jakarta, for example, we’ve used recycled plastic to create benches, chairs, desks, and even seesaws for schools. We’ve also experimented with paver blocks made from recycled material to pave pathways.

Our long-term goal is a 360-degree recycling solution: consumers can return products to us, and we recycle them completely. Trade-in programmes exist today, though they cover only a small percentage of our business. It’s deeply satisfying and the right thing to do. Our board fully supports initiatives even if they cost 20 per cent more.

That must be reassuring for customers too, knowing their luggage is treated responsibly.

Absolutely. Each bag carries stories : ribbons, stickers, personal touches. Travelling makes you notice how people treat their luggage. It’s all part of that journey.

Baggage weight is a major concern for travellers. How does Samsonite make bags lighter without compromising strength?

Weight is a huge consideration. Back in 2009, we created the lightest and strongest suitcase using polypropylene. It’s dense and strong. We transformed it into strings, wove them together, and pressed multiple sheets under very high pressure. The result was a sheet that’s still polypropylene, but stronger due to its woven orientation, technically biaxially oriented.

This innovation cut cabin bag weight from 4kg to 2kg — better for consumers and airlines. Imagine an A380 with 600 passengers each carrying a bag 50 per cent lighter — the reduction in fuel consumption per kilometer is significant.

That’s impressive, and environmentally beneficial too.

Exactly. And it was also the strongest bag we’d made. We even ran an ad showing a Samsonite Cosmolite bag at BMW’s crash test centre. The bag was placed in a car during an impact test, crushed, and then popped back to its original shape.

What are some of the latest innovations in materials and design?

After Cosmolite, we launched S’Cure, C-Lite, and Proxis. Proxis uses our proprietary Roxkin material — another leap forward in lightness and strength. We’re constantly innovating, and hopefully, in another year, we’ll have an even lighter and stronger bag to show.

Travel retail is significant for Samsonite. Can you elaborate?

Travel goods are top of mind while travelling — both impulse buying and practical need. In Doha Airport, we have two Samsonite stores and a TUMI store, and in Dubai, we’re about to open exclusive new stores for both brands. We also have strong airport retail in Singapore and other major hubs.

Do you see buying spikes during certain periods?

Holidays and festivals, like Dubai Shopping Festival, are key. Weddings drive purchases too. Student travel is also important — when students go abroad for graduation or higher studies, they buy luggage.

How has e-commerce impacted sales in this region?

Five years ago, online sales were in single digits. Today, they hover around 18–20 per cent and are growing. Over the next three years, we expect more omni-channel behavior — browsing online but buying in-store or vice versa. About 6–7 per cent of transactions will be this hybrid type, so we’re heavily investing in omni-channel capabilities.

How has travel behaviour changed since Covid-19, and what impact does that have on your products?

One major shift is short, frequent trips. Millennials started it; Gen Z has taken it further. People now travel for two-day breaks — office on Friday straight into a weekend getaway. Carry-on bags that hold both business and leisure essentials are key.

Budget airlines are stricter with cabin baggage, so lighter bags that let you carry more are in demand. Aesthetic appeal is also critical. Many customers now own three or four carry-ons for different occasions. Travel itself is now part of the holiday experience. People want bags that are Instagrammable and conversation-worthy. But while we focus on design, we never compromise on durability. It’s like designing a car — style cannot come at the expense of the engine.

Read: Middle East travel spend set to soar 50% by 2030: report

Collaborations have become popular in fashion. How does Samsonite approach them?

Collaborations are more important today. In the Middle East, our aluminium luggage collaboration with BOSS has been a hit. We’ve partnered with Maison Kitsuné, New Balance, and, exclusively here, the Pelé Foundation — combining charity with a recognised name.

For American Tourister, we’ve done playful collaborations with Squid Game, Stranger Things, and even Chupa Chups. Each collaboration is chosen carefully so both brands bring something to the table, creating a win-win for consumers.

Beyond collaborations, what can we expect from Samsonite’s strategy in the Middle East?

There’s no need for a revolution; our DNA, ethos, and approach are solid. We focus on constant evolution. The real challenge is anticipating consumer needs before they feel them. We want to create “aha” moments: a product you didn’t know you wanted but now can’t live without.

 Finally, what are your personal leadership principles?

First, always be there when a colleague needs me, regardless of my position. Second, give a person a task and leave them alone. Don’t micromanage, check back after a reasonable period. Third, never form a judgment with little information. Seek the facts quickly, then decide.

If I may add a fourth: always hire people smarter than you.