Swiss Military India MD Anuj Sawhney discusses the rise of aspirational consumers beyond metros, the brand’s aggressive retail expansion, local manufacturing push, and why India is central to its next phase of global growth
India's travel and lifestyle market is undergoing a profound transformation. Rising disposable incomes, greater mobility, and a growing appetite for premium brands are reshaping consumer behaviour across both metropolitan and emerging markets. For Swiss Military, the Swiss-origin travel and lifestyle brand, this shift presents a significant opportunity.
The company is betting big on India's expanding travel ecosystem, investing in manufacturing, omnichannel distribution, product innovation and brand building. With ambitions to capture a larger share of the premium luggage market and plans to launch a new sub-brand aimed at the mass segment, Swiss Military is positioning itself for its next growth chapter.
In an interaction with BW Businessworld, Managing Director Anuj Sawhney speaks about the evolution of the Indian consumer, the importance of Tier-II and Tier-III markets, the company's localisation strategy, the challenges posed by global supply chain disruptions, and why he believes India is poised to become a cornerstone of Swiss Military's global success story.
India's premium consumer market is evolving rapidly, with rising aspirations extending well beyond metros. Tier-II and Tier-III cities are becoming major growth centres. How is the Swiss Military adapting its product portfolio and distribution strategy to capture this demand?
Swiss Military is a Swiss-origin brand with a legacy spanning more than four decades. Traditionally, Swiss brands are associated with heritage and an older consumer demographic. We recognised early on that if we wanted long-term relevance, our DNA had to resonate with Millennials and Gen Z consumers.
The brand originally grew through tourist and souvenir stores across Europe. That environment taught us the importance of aspirational design, strong functionality and impulse appeal. We built products that offered multi-utility features, premium quality and distinctive styling at accessible price points.
Today, those same principles guide our India strategy.
Travel remains at the heart of our identity. In India, we are sharply focused on the travel gear category, including luggage, backpacks, duffel bags, laptop bags, sling bags and travel accessories. We are investing heavily in innovation, design and functionality because today’s traveller expects products that are both stylish and practical.
Tell us a little more about Swiss Military’s journey and vision for India.
Swiss Military is a Swiss-origin brand headquartered in Europe. Unlike many brands operating through licensing arrangements, we own the brand globally and control every aspect of strategy, product development and long-term value creation.
We are present in 26 countries and registered in 40 markets worldwide. Our philosophy is simple: strong brands are built on timeless values. Our vision in India is very clear. We did not come here merely to participate in the market; we came here to help define its future.
Travel is becoming a lifestyle choice rather than an occasional activity. Rising disposable incomes, growing aspirations and increased mobility are creating enormous opportunities for brands like ours. Whether consumers are travelling domestically or internationally, they increasingly seek products that reflect their aspirations and lifestyle.
What are the key elements of your product strategy in India?
We have introduced a highly focused travel gear strategy. Our flagship offering is the Black Gold Collection, a premium imported range designed for sophisticated urban consumers and aspirational buyers across emerging markets.
The collection includes new luggage models made from polycarbonate and polypropylene, materials that offer superior durability, lightness and aesthetics. We have also introduced innovative backpacks and sling bags designed specifically for modern travellers.
At the same time, we are streamlining our portfolio by discontinuing legacy product lines that no longer contribute meaningfully to growth. The modern traveller wants much more than a suitcase. They want dedicated spaces for gadgets, power banks, passports, travel documents and personal accessories. Therefore, our products incorporate features such as anti-theft zippers, expandable compartments, waterproof pouches, USB charging ports, cup holders and integrated organisers.
We are also introducing categories such as neck pillows, TSA locks and luggage belts to strengthen our travel ecosystem.
How important are Tier-II and Tier-III markets to your growth plans?
They are absolutely critical. The Indian consumer landscape is shifting from being price-driven to aspiration-driven. Consumers in smaller cities increasingly want globally recognised brands that offer quality, design and innovation.
For us, Tier-II and Tier-III cities represent the next major growth frontier. Rising disposable incomes, growing digital adoption and increasing travel frequency are driving demand for premium travel products.
Our challenge is to ensure that the Swiss Military experience remains consistent across every market while still adapting to local preferences and channel dynamics.
What does your distribution expansion roadmap look like?
We are pursuing a very aggressive omnichannel expansion strategy. The branded luggage market in India is currently worth around Rs 7,500 crore, with the premium segment accounting for roughly Rs 2,500 crore. Swiss Military currently holds approximately 10 per cent of the premium market and our ambition is to reach 30 per cent within three years.
To support this growth, we are launching 20 exclusive brand outlets by March next year, supported by an investment of around Rs 8 crore.
We are also targeting 100 shop-in-shop formats, expanding our distributor network nationwide and increasing our presence in general trade stores from around 1,500 to 3,000 outlets.
At the same time, we are strengthening partnerships with Amazon, Flipkart, Myntra and quick-commerce platforms such as Blinkit.
Importantly, we remain an offline-first brand. We have created distinct product assortments, pricing structures and margin models for online and offline channels to ensure they complement rather than cannibalise one another.
Swiss Military recently invested in manufacturing. What role will local production play in your future strategy?
Local manufacturing is becoming increasingly important. We have established a state-of-the-art manufacturing facility in Faridabad with an annual installed capacity of one million pieces and have invested approximately Rs 70 crore in strengthening production capabilities.
The facility includes advanced testing laboratories, in-house polycarbonate and polypropylene manufacturing capabilities, and global-standard quality control systems.
Every product undergoes rigorous testing, including wheel endurance tests, trolley tests, tumble tests and step tests. This allows us to confidently offer an industry-leading five-year warranty. The facility is also supported by advanced ERP systems and just-in-time inventory management processes that improve efficiency and reduce costs.
Global supply chains have faced repeated disruptions in recent years. How are you managing sourcing and manufacturing challenges?
The disruptions have been significant. For example, freight costs from Taiwan have increased dramatically, while currency fluctuations have added further pressure.
However, these disruptions reinforce the importance of local manufacturing. We believe India must become increasingly self-sufficient rather than relying excessively on global supply chains that can be disrupted by geopolitical events. The events of the past few years—from the Russia-Ukraine conflict to tensions in the Middle East and East Asia—have demonstrated how vulnerable global supply chains can be.
That is why we are accelerating our localisation efforts and increasing domestic manufacturing capabilities.
The travel and lifestyle market is becoming increasingly crowded. What differentiates Swiss Military?
The biggest shift we are witnessing is that travel has become an essential lifestyle category. Consumers are taking more frequent trips, weekend getaways and work-from-anywhere holidays. This creates demand for products that are lightweight, durable, highly functional and designed for frequent use.
Swiss Military sits perfectly at the intersection of these needs. Our differentiation lies in combining global heritage, premium design, strong functionality and value. Consumers increasingly want products that reflect their aspirations while delivering practical benefits.
That is exactly what we offer.
How do you see technology shaping Swiss Military’s future?
Technology is both exciting and unsettling. I have always been extremely technology-oriented and supportive of innovation. However, what concerns me is the pace at which automation is replacing human involvement.
Some of our global manufacturing partners now operate fully automated “dark factories”, where robots handle the entire production process with virtually no human intervention. The efficiency gains are extraordinary—higher output, lower costs and near-zero defects.
But there is also a human side to the story. When you compare a fully automated factory with one employing hundreds of workers, you inevitably wonder about the future of those livelihoods. As a business leader, I often find myself torn. Technology is no longer optional. Brands must adopt it to remain competitive. Yet we must also consider its broader social implications.
Our approach is therefore pragmatic: we invest where technology is essential, but we remain mindful of its human impact.
Finally, what is your biggest ambition for Swiss Military in India over the next three to five years?
Our ambition is to become the market leader in premium travel gear. We aim to increase our share of the premium luggage market to 30 per cent over the next three years, translating into revenues of around Rs 750 crore.
In addition, we are preparing to launch a new sub-brand targeted at the mass market segment. While I cannot reveal too many details yet, the objective is to capture around 5 per cent of the mass-market luggage category.
Together, these businesses could help us build a Rs 1,000-crore travel gear enterprise within the next three years.
Ultimately, what started as a global brand is becoming an Indian success story.
We are not simply building products. We are building the next chapter of a global legacy in India. And I believe India is ready for it.
