The multi-category retailer is gearing up for a strong offline and online expansion, with a focus on achieving long-term market leadership
Bengaluru: In the vast theatre of global retail, only a handful of names carry the kind of quiet authority that whispers of luxury, precision, and top-shelf quality. Swiss Military is one such brand with a 40-year legacy that has made its mark with lifestyle products.
Established in 1984, the Switzerland-born company initially leaned on Ashok Sawhney – the father of current Managing Director, Anuj Sawhney – for sourcing core products like watches and sunglasses. When Anuj joined as sourcing manager in 1997, the brand began expanding rapidly across Switzerland, France, and Germany, eventually establishing a presence in nearly 700 retail outlets, including souvenir shops, gift stores, and local mom-and-pop outlets.
By 2006, with Anuj having already designed close to 1,800 products, the company entrusted him with the global expansion of the brand, appointing him as the Global Managing Director.
Swiss Military made its Indian debut in 2014, initially focusing on corporate gifting, which was identified as a low-hanging fruit for entry.
Today, the brand operates in 26 countries and offers a diverse portfolio of over 1,900 premium products across travel gear, electronics, and small appliances. It positions itself as a global brand with an Indian heart, bridging the gap between mass-market players like VIP and high-end international brands such as Samsonite.
In an exclusive conversation with IndiaRetailing, Anuj Sawhney, Managing Director of Swiss Military Consumer Goods Ltd., offers insights into the brand’s core consumer base, diverse product portfolio, retail growth strategy, global footprint, and more.
Edited excerpts…
- Who are your primary target customers?
Our consumer base spans several segments:
Students & young consumers, who are heavily influenced by social media and aspire to elevate their lifestyles under growing peer pressure.
Frequent travelers & backpackers, seeking multifunctional, organised, and lightweight solutions, all from a single, dependable travel brand.
Young professionals & business executives, drawn to the sophistication and reliability of a Swiss brand that complements urban, commuter-driven lifestyles.
Adventure & auto enthusiasts, who value durable, high-performance gear suited for rugged travel.
- How many stock-keeping-units (SKUs) do you currently offer across categories?
Currently, Swiss Military offers a portfolio of approximately 1,900 SKUs across 11 global product lines. In India, our focus spans three major categories: travel gear and accessories, electronics (including mobility products like Bluetooth speakers, smartwatches, and power banks), and home appliances (specifically brown goods).
Our product portfolio is highly dynamic and evolves continuously based on market feedback and product life cycles. We regularly review, revise, and enhance our offerings whether by adding features, reducing specifications, or adjusting pricing to ensure each product remains relevant, competitive, and value-driven.
- Which category is experiencing the most traction right now?
Travel gear remains the core of the Swiss Military brand. Currently, travel accounts for approximately 60% of our overall portfolio, followed by electronics at 25%, and the remaining 15% comes from home appliances.
Within the travel segment, nearly half of the contribution comes from luggage, with the rest distributed across backpacks, laptop strollers, sling bags, rucksacks, and related accessories.
- How often do you update your product ranges?
Innovation remains central to our approach. We introduce 7–8 new product category items annually and refresh our portfolio every six weeks to stay competitive, especially in dynamic segments like smartwatches.
- Which regions are showing the strongest offline demand?
We classify MBOs using an A-B-C tier system. ‘A’ category stores are premium, high-street locations in Tier 1 cities such as Select Citywalk in Delhi or Phoenix Mills in Mumbai. ‘B’ category includes mid-tier stores in prominent but less premium areas like Bandra Pali Hill or Linking Road. ‘C’ category covers smaller format stores, primarily in Tier 2 and Tier 3 cities.
Interestingly, our brand performs exceptionally well in Tier 2 and Tier 3 markets in South and West India, driven by strong consumer aspirations. This has led to a deeper focus on expanding our presence in these regions, where demand for quality, aspirational products continues to grow rapidly.
- Where are your production units based within India?
On the supply side, we have recently launched a new manufacturing facility in Faridabad dedicated to luggage production. Starting next quarter, this facility will also begin manufacturing other travel gear, including backpacks and sling bags, as part of our broader expansion strategy.
Aligned with the Government’s ‘Make in India’ vision, we are placing strong emphasis on innovating India-focused products that reflect the lifestyle and expectations of the contemporary traveler. We will be launching global bestsellers like smart travel accessories, including large laptop strollers, modular overnight bags, and multifunctional products integrated with features like built-in power banks.
- What are your current plans for scaling retail operations?
To begin with, we are actively strengthening our omnichannel presence across various Indian markets. A key focus area is expanding our modern trade footprint, scaling from 4,000 to 7,000 MBOs by the end of 2026, with a strong emphasis on Tier 2 and Tier 3 cities. We aim for modern trade to contribute around 25% to our overall retail presence, which aligns well with Swiss Military’s brand positioning.
In terms of EBO expansion, our first store launched in Surat two weeks ago, and we plan to open around 130 EBOs by the end of 2026. We are placing strategic focus on West and South India, where customer awareness and brand loyalty are high due to the well-travelled, educated demographic, giving us a strong base for further pan-India expansion.
- What is your preferred model for store expansion – franchise or company-owned?
In the initial phase, all upcoming stores, approximately 70 to 80 will be company-owned and company-operated (COCO). This approach allows us to establish the brand’s value proposition, test product feasibility, and demonstrate profitability and overall concept viability to potential franchise partners.
Once a strong foundation is in place, we will expand through the FOFO (franchise-owned, franchise-operated) model as part of our tier 2 phase 2 rollout strategy.
- Do you prefer opening stores in malls or on high streets?
Both high-street and mall stores will be suitable for us, given the diverse target audience we cater to. As a versatile global brand offering accessible pricing and customisable products, we aim to maintain a balanced retail footprint.
- How are you approaching online growth?
On the e-commerce front, we are adopting an aggressive strategy with exclusive tie-ups already in place with Amazon and Myntra.
To further enhance our omnichannel ecosystem, we’re also tapping into CSD-enabled canteens and quick commerce platforms like Zepto and Blinkit. These channels cater especially well to the youth demographic, who often seek instant, on-the-go purchases.
- How do your online and offline sales currently compare?
Currently, approximately 78% of our revenue is generated through offline retail. This is largely due to the fact that our online and offline offerings are intentionally differentiated. While earlier the product ranges were similar, we have since curated a separate range for the online market to avoid channel conflict, given the distinct consumer profiles across both platforms.
Online and quick commerce platforms now contribute about 22% of total revenue, and this share is growing steadily as we ramp up our digital and e-commerce efforts.
