Driving Innovation-led Sustainability with Samsonite
Can you give us a background into your journey with Samsonite?
Samsonite hired me to lead the transformation of American Tourister in Australia & New Zealand, and the business unit grew by several times in the first few years. Before Samsonite, I had significant experience leading businesses and consulting on business strategy, which became a key additional part of my role as GM – Business Strategy while continuing to lead American Tourister and High Sierra
What are some ways Samsonite accelerated restructuring to think ahead for long-term strategies?
Samsonite has embarked on a journey with a commitment to sustainability, and we’ve already made significant progress with the launch of several products and initiatives.- https://www.samsonite.com.au/eco/ For companies that are as large and global like Samsonite, this requires a long-term commitment, and we have accelerated key initiatives such as innovation and technology to create amazing products made of recycled materials whilst upholding Samsonite’s extremely high-quality standards. Our Global CEO, Kyle Gendreau, has been decisive in leading Samsonite into this journey, and it’s an inspiring part of our long-term strategy.
What are the key areas for retailers to drive sustainable growth after the covid crisis?
Adaptability is critical. The covid crisis may result in transformations in several parts of an industry, the way it operates, and its consumers’ behaviour.
Innovation in product, business models, organisational culture and even manufacturing will be more critical than ever.
What can be done to guard against international trade disruptions and accommodate the latest demand trends?
This can vary significantly across industries and companies, depending on specific constraints in their product design & development, sourcing and supply chain.
Forecasting has become very challenging but it’s now an even greater and critical part of the overall position of a business when managing its risks, costing models, and general trading outlook. Companies can still achieve good outcomes in a very fluid and disrupted business climate by investing in business intelligence and by integrating the right stakeholders, and the right processes in their planning.
There are several other things that can be done. Another critical one is to establish strategic partnerships across sourcing and supply chain in order to gain capabilities in speed, flexibility and cost.
How is Samsonite seizing opportunities arising from growing demand for specific products or service categories in a competitive market?
Covid has impacted the travel industry very severely. Consequently, travel goods have been quite proportionately affected. Demand has been moving with its peaks and troughs in Australia over the last 2 years but I think that at some point travel will be very fast, with strong demand. Travel has been a big part of Australians and New Zealanders’ lives, as it brings families together, creates connections across cultures, trade, education and priceless experiences and memories for adults and children.
Samsonite keeps innovation and industry-leading quality standards as some of our core strengths. A specific product that exemplifies our leadership in the industry is Magnum Eco, made in our own factory in Europe with recycled materials and unparalleled standards of design and testing.
And in Australia, the leader of the Samsonite brand – John Mavroudis, GM Samsonite Brands – has originated and launched a partnership with the One Tree Planted organisation, which allows Samsonite to plant a tree for each Magnum Eco sold.
How did Samsonite navigate the unprecedented challenges from the COVID-19 pandemic to keep afloat?
Samsonite is an iconic company, and over the last 111 years it has overcome many crises, including both World Wars, the 1929 stock market crash, 9/11 and the GFC. It’s a resilient organisation that has learned and adapted in the most adverse of circumstances.
We’re also fortunate to have outstanding leaders both at a global and regional level.
Just about every organisation had to make sacrifices during this crisis, and we weren’t different.
But a crisis also brings opportunities for innovation and transformations that can make a company stronger.
What will you be sharing at eTail Australia Connect and what are you expecting out of this?
I’ll be sharing information, analysis and suggestions, maybe some of them hidden in story-telling (wink wink) that will take you on a journey. It’ll deliver so much knowledge and inspiration from my diverse fellow speakers, and it’ll be a great environment to connect, network and have a good time. The WBR eTail team are experienced professionals in creating events such as this, so I’m sure it’ll be a great conference.
Join Maricio Oliveria on the Spotlight Keynote: Inflation, supply chain disruptions, talent shortage, changing consumer behaviour and shifting operating models – How to overcome the challenges of Australia’s evolving retail landscape and emerge as a market leader on 7th September at eTail Australia Connect 2022