Samsonite Corporation

11200 E. 45th Avenue
Denver, Colorado 80239
U.S.A.
Telephone: (303) 373-2000
Toll free: (800) 262-8282
Fax: (303) 373-6300
Web site:http://www.samsonite.com

Public Company
Incorporated: 1912 as Shwayder Trunk Manufacturing Company
Employees: 7,150 Sales: $783.9 million (2000)
Stock Exchanges: NASDAQ
Ticker Symbol: SAMC
NAIC: 316991 Luggage Manufacturing; 421999 Other Miscellaneous Durable Goods Wholesalers

Samsonite Corporation is the leading manufacturer of luggage in the world and the top seller of luggage in the United States, Europe, and Japan. In addition to its world-renowned Samsonite label, the company also markets the popular American Tourister and Lark brands. Under those names, Samsonite offers a full line of luggage, including softside and hardside suitcases, garment bags, casual bags, business cases, and other travel bags and accessories. Samsonite changed ownership several times during the 1980s and early 1990s before regaining its independence in 1995.

Colorado Origins

Samsonite owes its start to Colorado native Jesse Shwayder. After growing up in the American West during the late 1800s, Shwayder was working in New York as a salesman for the Seward Trunk and Bag Company by his mid-20s. He was making a lot of money, but he missed Colorado and longed to pursue his dream of starting his own business. Thus, Shwayder quit his job when he was 28 and moved back to Denver. Shortly thereafter, on March 10, 1910, he founded the Shwayder Trunk Manufacturing Company with his life’s savings of $3,500. With a work force of 10 men, Shwayder began manufacturing what were known as suitcases in a 50-by-125-foot room that he had rented in downtown Denver. The management philosophy he adopted to guide the firm from day one, according to company annals, was the Golden Rule (”Do unto others...”), to which Shwayder adhered tenaciously.

Shwayder burned through most of his $3,500 in savings during his first year of business. He was able to borrow money to stay afloat, however, and had soon turned the corner toward profitability. His brother, Maurice, joined him in 1912, and together they traveled throughout the region in an effort to drum up sales and keep the business going. A few years later, Sol Shwayder, a third brother, joined the sales team. Shwayder brothers Ben and Mark also jumped on board in 1923; eventually, Mark worked on sales, Maurice and Ben focused on manufacturing, and Sol became the company’s attorney. The brothers incorporated in 1912 and, having outgrown their downtown room, moved to larger offices. By 1917 they were selling $76,000 worth of luggage annually throughout the western United States. To keep up with spiraling demand they built a new three-story manufacturing facility. That new plant would also prove inadequate soon, as mail-order advertising expanded the Shwayder’s reach eastward across the United States.

The Shwayders’ success was no accident. Indeed, Jesse drew from his work experience in New York to develop a strategy that he would pursue from the start. He realized that he was facing stiff competition from deep-pocketed luggage manufacturers. So, rather than trying to compete with other luggage companies on price, he would differentiate his products by quality and charge as high a price as the market would bear. To reflect the quality and durability of their luggage, the Shwayders named their first products “Samson,” after the powerful Biblical character. Indeed, the chief advantage of the cases was that they could take a lot of punishment and were extremely durable. In 1916, in fact, the Shwayders took a picture that would become an advertising coup. The four brothers and their father, Isaac, stood on a plank positioned atop one of their suitcases above the caption, “Strong enough to stand on.” Because the five portly Shwayder men weighed more than 1,000 pounds together, the picture was striking and became an excellent promotional and direct-mail advertising gimmick for several years.

Domestic and International Expansion

The Shwayders rolled out their first nationally advertised suitcase in 1918. The premium quality case retailed for $4.95 and was advertised in a window at the famous Macy’s department store; the suitcase was displayed with a half-ton of sugar resting on top. Boosted by the success of that and other products, Shwayder Trunk revenues rocketed to $300,000 by 1924. In that year, the brothers moved their operation into a gleaming new 80,000-square-foot factory in south Denver; that plant was gradually expanded to include a total of 500,000 square feet. The plant was organized to operate on an assembly-line basis, and even incorporated a state-of-the art conveyor system to transport products and materials in the plant. The company boasted in its literature that it built suitcases the same way that Ford built automobiles.

Shwayder Trunk’s revenues bolted to more than $1 million during the late 1920s and sales, particularly to the eastern United States, exploded. To keep pace with demand, the Shwayders leased an 85,000 square foot factory near Detroit. With that plant up and running, the company seemed almost unstoppable. Unfortunately, the 1929 stock market crash and succeeding Great Depression quashed that perception. Indeed, Shwayder Trunk’s shipments plummeted by 50 percent within a few years. The brothers, scrambling to meet payroll and pay their bills, began trying to supplant lost luggage sales by manufacturing products ranging from license plates and card tables to stilts, doggie dinettes, and sandboxes. To reflect the diversification, the brothers changed the name of their company in 1931 to Shwayder Brothers, Inc. Interestingly, the Shwayder’s card table sales briefly surpassed luggage shipments during the 1930s.

Despite their setbacks in the luggage industry, the Shwayders continued to improve their luggage and invent new travel products. By the 1930s, in fact, the Denver luggage plant was the most modern of its type in the world. From that plant came innovative Samson luggage with exclusive features such as wood-frame construction, super-strong handles, rayon linings, fiber finishes, and secure locks. Specialty fibre finishes were developed by Shwayder Trunk specifically as a covering for Samson suitcases. In 1939 the company introduced a unique suitcase that Jesse dubbed “Samsonite.” The suitcase, which was the predecessor to the popular Samsonite Streamlite line, was covered with sturdy vulcanized fiber that was used with a leather binding. The case’s tapered shape was destined to become a classic within the industry.

During the early 1940s Shwayder Trunk’s factories were converted to produce war materials. Immediately after the war, however, the Shwayders resumed their luggage and folding furniture business and even managed to sell $7 million worth of goods during their first year of postwar production in 1946. During that and the succeeding few years, the brothers integrated into the facilities all of the manufacturing knowledge that they gleaned during war-time production. That allowed them to introduce precision manufacturing methods and to incorporate advanced new synthetic materials into their products. By 1948, sales had shot up to $13 million. The Shwayders then split the company into two divisions: luggage and steel/folding furniture, with the latter division being headquartered at the Detroit factory. The company even opened a second furniture plant in Pennsylvania in 1949.

Shwayder Trunk again converted its manufacturing facilities for war-time production during the Korean War of the 1950s. Although part of that decade was spent building things like bombs and rocket carriers, the brothers managed to increase their luggage and furniture businesses. For example, they began building specialized carrying cases for everything from musical instruments to advanced electronic equipment. And they started producing vinyl clad material for use in automobile interiors. Importantly, the company introduced the Ultralite luggage line in 1956. That luggage was the first to abandon wood-frame construction in favor of magnesium and injection-molded plastics. Also in 1956, Shwayder Brothers expanded out of the United States with a separate Canadian subsidiary and an export sales department focused on Europe. Meanwhile, the flourishing furniture division was consolidated and relocated to a giant production facility in Tennessee.

During the 1960s, the company introduced a number of new products under the increasingly popular Samsonite brand name. They brought out several new travel and attaché cases, for example, as well as a line of upscale folding furniture and a successful line of metal patio furniture. The brothers changed the name of the company in 1965 to Samsonite Corporation to capitalize on the now renowned Samsonite label. Interestingly, the company introduced LEGO by Samsonite in 1960. The snap-together plastic building blocks for children enjoyed immediate acceptance in the North American marketplace and eventually became one of the most popular toys of all time. The stellar success of LEGO prompted Shwayder Brothers to launch more than 50 new toy items before the early 1970s. Lagging performance of the toy division, however, caused the company to jettison the operation in 1972 and focus on furniture and luggage.

Company Perspectives:

Alongside lengthy experience, the quality and strength that characterize every aspect of the Samsonite business have created a heritage of success. Remembering past triumphs but always looking ahead, Samsonite maintains a global vision —a vision that will propel the company into the new millennium. The future is a world of travel, of abundant mobility, and Samsonite is ready for this world-on-the-move.

Samsonite’s gains during the 1960s were achieved under the guiding hand of founder Jesse Shwayder’s son, King. Under King’s leadership, Samsonite managed to firmly establish itself as the world’s leading manufacturer of molded luggage and attaché cases by the early 1970s. Indeed, the company added manufacturing operations and sales offices throughout Europe and even Japan during the 1960s and enjoyed hefty sales increases in those regions. Having grown to dominate the business luggage markets, Samsonite set its sites on the mushrooming consumer luggage market. To that end, Samsonite introduced a highly successful line of soft-sided luggage during the late 1960s and early 1970s and even built new factories in Arizona and New Mexico dedicated to manufacturing soft-sided luggage. Samsonite simultaneously acquired companies that gave it leading positions in the markets for personal travel luggage-related products (such as leather toiletries kits), as well as redwood patio and casual furniture.

During the 1970s, Samsonite intensified its global expansion efforts related to luggage. By the early 1970s, the company was already operating facilities in Osaka and Tokyo, Japan, as well as in Holland, Spain, Britain, Belgium, Germany, and other countries. During the mid-1970s, though, the company acquired competitors or initiated operations in new manufacturing facilities in France, Germany, the Netherlands, Belgium, Mexico, and other places. By the mid-1970s, then, the company had achieved a truly global presence and was the leading manufacturer of luggage in the world. The enterprise, which was still headquartered in Denver, was employing a work force of 5,000 and boasted the largest and most advanced production facilities in the luggage and casual furniture industries.

Corporate Carousel

After operating as an independent under the direction of the Shwayder family for more than 60 years, Samsonite was engulfed in the corporate consolidation and buyout binge of the 1970s. In 1973 Samsonite was purchased by corporate giant Beatrice Foods Co. At the time, Beatrice was still garnering about 75 percent of its sales from various food and chemical divisions; but it had 1,000 locations around the world, 8,000 different products, more than 65,000 employees, and was growing rapidly through acquisition. Beatrice planned to allow Samsonite to continue operating as a relatively autonomous company, and to support its expansion efforts financially. Beatrice became the first of several companies that would own and sell Samsonite in the 1970s and through the early 1990s. During that time, Samsonite would effectively jettison its furniture operations and focus its energy on the global luggage industry.

Samsonite continued to grow under the Beatrice umbrella during the late 1970s by expanding globally and introducing new products. Unfortunately, its momentum began to wane. Although the company remained a world leader in its key markets, by the early 1980s Samsonite was losing ground. Lackluster management had left the company with a dearth of new products, despite access to Beatrice’s bank account, and Samsonite was rapidly losing its edge and reputation as an industry innovator. In addition, competition from low-cost foreign producers was chipping away at Samsonite’s market share. To rectify the situation, Beatrice brought in 47-year-old Malcom Candlish to lead the company. The British-born Candlish was a seasoned consumer products industry executive. Beatrice wanted him to revive the company and put it unquestionably back on top of the luggage industry.

Candlish took the helm in 1983 and immediately began whipping the company into shape. He laid off about 250 workers, initiated aggressive cost-cutting programs, and replaced some of the old guard with new, more aggressive employees. By his own estimate, about half of the company’s work force had been replaced by 1989. Candlish also launched a comprehensive study to determine exactly what consumer wanted. That survey lead to the introduction of the “World’s Greatest Garment Bag,” as described in company promotionals, which became a very successful new product. That bag was followed by a string of new soft- and hard-sided luggage products that served to renew Samsonite’s innovation edge. By 1986, Samsonite was generating annual sales of about $300 million (50 percent from overseas operations), controlling about 12 percent of the U.S. luggage market, and rapidly improving.

Like its subsidiary, Beatrice was scurrying during the early and mid-1980s to cut costs and refocus its organization. To that end, it sold Samsonite in 1986 to leveraged buyout king Kholberg, Kravis & Roberts. Then, 15 months later, Kholberg spun off Samsonite and eight other companies into a new company called E-II. Six months later, E-II was bought out by American Brands, which subsequently was purchased by billionaire Meshulam Riklis of Riklis Family Corp. Throughout the buyout melee, Candlish managed to keep his chief executive job and even to improve Samsonite’s performance. By 1989, in fact, Samsonite was generating an estimated $430 million in sales worldwide, and Candlish was still working to cut costs and bring out more new products.

As Samsonite continued to post gains in the recession of the late 1980s and early 1990s, its parent company, E-II, floundered and eventually filed for Chapter 11 bankruptcy. “We like to say we have a sick head and a healthy body,” said Nick Nell, Samsonite’s chief financial officer, in the September 27, 1992, Denver Post. Samsonite’s revenues leapt up into the $500 million range in 1992 from the sale of approximately ten million pieces of luggage worldwide. Those sales included nearly 70 percent of the hard-sided luggage sold throughout the world, including such nations as Russia, Argentina, and China. By the early 1990s, Samsonite was recognized as a U.S. leader in global marketing.

Key Dates:

1910:

Jesse Shwayder founds Shwayder Trunk Manufacturing Company in Denver, Colorado.

1918:

Company introduces its first nationally advertised suitcase.

1939:

Unique Samsonite suitcase, predecessor to Samsonite Streamlite line, is introduced.

1956:

Revolutionary Ultralite luggage line introduced.

1965:

Company adopts the name Samsonite Corporation.

1973:

Company is purchased by Beatrice Foods Co.

1995:

Samsonite regains independent corporate status.

Following a messy reorganization of E-II, Samsonite emerged as a subsidiary of a new company called Astrum International Corp. Steve Green, former E-II executive, became the new chairman and chief executive of Samsonite. Under his direction, Samsonite continued to grow and to retain its global bent. In 1993 Astrum purchased the American Tourister luggage company to complement Samsonite. That purchase significantly bolstered Samsonite’s lead in the domestic luggage market and broadened its scope to include some lower tier segments of the market. The combined operations were generating sales of approximately $600 million annually going into 1994. Samsonite posted record sales in 1994 of $634 million, about $72 million of which was profit.

Independence Reclaimed and Leading the Global Industry

Samsonite regained its independence for the first time since 1973 when Astrum announced early in 1995 that it was going to split into two companies, one of which would be the new publicly held, independent, Denver-based Samsonite Corporation. The new company retained the Samsonite and American Tourister divisions and related operations. Green expected to stay on as head of Samsonite. Besides expanding into new global markets, Green announced his intention to broaden Samsonite’s product line to include luggage racks, golf and ski bags, camping gear, and even computer and camera cases.

In 1996, however, Green was replaced by Richard Nicolosi, who promised the board of directors that he’d “turn a good company into a great one.” Faced also with the challenge of debt reduction, as the earlier carousel of corporate ownership changes had saddled the company with debt, Nicolosi (protégé of “Chainsaw” Al Dunlap, the turnaround master at Scott Paper Co.) began implementing cost-cutting measures. He cut the 8,500 workforce by 1,000, shut down factories in Canada and Mexico, and centralized production lines. To save money, the company pulled out of the industry’s annual trade show. The result: debt was reduced by $162 million. Stock prices grew optimistically from $18 to $50.

Nicolosi also planned to raise luggage prices across the board and introduce upscale product lines in the U.S., which had already been selling well in Europe. Domestic sales trailed off, though, as the new hardside line failed to stimulate interest in a consumer market with a preference for its softside or hybrid cousin. While company revenues climbed to $741 million in 1997, this mainly resulted from the cost-cutting measures, and investors became frustrated with unimpressive growth in the U.S.; building sales proved to be far more difficult than cutting costs.

In the late 1990s, under the direction of CEO Luc Van Nevel, Samsonite heavily promoted its premium brands worldwide. It began expanding luxury product lines and opening international flagship stores (in Milan, Brussels, London, Washington, D.C., and Hong Kong) as well as licensing its brand names to other companies, such as Hedgren, Hummer, and Trunk & Co.) for use on travel accessories, leather goods, handbags, clothing, and furniture. Samsonite’s non-luggage product line by then included footwear and an Italian-designed travel clothing line.

International expansion also continued, particularly in Asia, with ventures in India, Japan, Singapore, South Korea, Thailand, and China. A hefty 55 percent increase in Asian sales helped fuel the company’s revenues, which by fiscal year 2000 reached $767.7 million.

Leading the industry in luggage design, it introduced many popular features of the 1990s—molded suitcases on wheels, suitcases with built-in luggage carts, and full-featured, structured garment bags. Samsonite owned approximately 130 patents in the United States alone, and over 900 patents and design registrations around the world. Its innovative designs continued with hybrid luggage products that combined the “best” features of softside and hardside luggage. In 2002, the company planned to introduce a “G-Force” computer bag that touted 360 degree protection. Most products were designed at Samsonite’s own research, development, and design centers in the United States and Europe; they were produced around the world primarily at 12 company-owned or leased facilities.

In 2001, a corporate restructuring plan announced the closing of its long-time Denver manufacturing facility, which was scheduled to cease production of hardside luggage as it had done for almost a century. While hardside luggage manufacturing would proceed at plants outside the United States, the Denver office would continue to host corporate operations and remain a major distribution point. Even with the closing of its Denver manufacturing facility, Samsonite remained the leading global producer and distributor of hardside luggage.

With over half of its 2001 revenue of $783.9 million Generaled outside the United States, Samsonite products were available in more than 100 countries and 200 company-owned stores. Softside luggage accounted for nearly half of its sales. Its three brands, Samsonite, American Tourister, and Lark, remained top sellers as the company retained its leading position in North America, Europe, and Asia. The company planned to use its existing assets—strong brands, quality products, and global capabilities—to improve profitability and expand sales, especially in the luxury markets.

Principal Subsidiaries

C.V. Holdings, Inc.; SC Denmark ApS (Denmark); Samsonite Europe N.V. (Belgium); Samsonite S.A. (France); Samsonite Limited (United Kingdom); Samsonite B.V. (Netherlands); Samsonite Ges.m.b.H. (Austria); Samsonite GmbH (Germany); Samsonite Hungaria Borond KFT (Hungary); Samsonite Finanziaria S.r.l. (Italy); Samsonite SpA (60%) (Italy); Samsonite Espana S.A. (Spain); Samsonite AB (Aktiebolag) (Sweden); Samsonite A/S (Denmark); Samsonite AG (Switzerland); Samsonite Slovakia S.r.o. (Slovakia); Samsonite Sp. z o.o. (Poland); Samsonite Finland Oy (Finland); Samsonite CZ spol. s.r.o. (Czech Republic); Samsonite Mauritius Limited (Mauritius); Samsonite India Limited (65%) (India); Samsonite Singapore Pte Ltd (80%) (Singapore); Samsonite Asia Limited (Hong Kong); Samsonite Korea Limited (80%) (Korea); Samsonite Malaysia Sdn Bhd (Malaysia); Samsonite Hong Kong (2000) Limited (Hong Kong); Samsonite Luggage (Ningbo) Co. Ltd. (China); Samsonite Latinoamerica, S.A. de C.V. (Mexico); Samsonite Mexico, S.A. de C.V. (Mexico); Samsonite Comercio E Participacoes Ltda. (Brazil); Samsonite Industrial E Comercial Ltda. (Brazil); Samsonite Canada Inc. (Canada); Samson S.A. de C.V. (Mexico); Samsonite Mercosur Limited (51%) (Bahamas); Samsonite Brasil Ltda. (Brazil); Samsonite Argentina S.A. (Argentina); Arife S.A. (70%) (Argentina); Lonberg Express S.A. (Uruguay); Samsonite Company Stores, Inc.; Samsonite Pacific Ltd.; Direct Marketing Ventures, Inc.; Samsonite Holdings Inc.; Astrum R.E. Corp.; The Samsonite Foundation, Inc. (Non-profit corp.); McGregor II, LLC; Hortex Incorporated; McGregor China Corp.; Jody Apparel II, LLC; WMIII, LLC.

Principal Operating Units

Samsonite Europe N.V.

Principal Competitors

Brown-Furman Corporation, Land’s End Inc., LVMH-Moet Hennessy Louis Vuitton S.A.

Further Reading

Alpert, Bill, “Stuck in a Suitcase: By Reaching For Growth, Samsonite Irks Its Customers,” Barron’s, January 12, 1998, p. 18.

Beirne, Mike, “Samsonite Bags Celebs to Tout New Soft-Side Luggage Totes,” Brandweek, September 13, 1999, p. 12.

——_, “Samsonite Packs Starck for Saucy Travel Gear, Eyes ‘Lifestyle’ Badge,” Brandweek, October 9, 2000, p. 6.

DeSalvo, Kathy, “The Gods of Luggage [and Advertising] Must Be Crazy,” SHOOT, December 18, 1998, p. 14.

“Denver Plant to Be Closed,” Wall Street Journal, February 23, 2001, p. B8.

Elder, Drew, “Samsonite Bagging Profits With Innovative Products,” Denver Post, September 24, 1992, p. C1.

——, “Samsonite Ignores Storm,” Denver Post, September 27, 1992, p. 1.

Fannin, Rebecca, “Samsonite, with TBWA, Readies Global Push,” Advertising Age, February 24, 1997, p. 4.

Geer, John F. Jr., “Same Old Bag: Can Dick Nicolisi Turn Samsonite Into a Growth Company?,” Financial World, November 1997, p. 36.

Gilbert, Daniela, and Ray Allegrezza, “Bright Lights, Big Name,” Weekly Newspaper for the Home Furnishing Network, August 4, 1997 p. 15.

Goldstein, Lauren, “Samsonite Wants to Fill Your Suitcase, Not Just Make It,” Fortune, April 12, 1999, p. 44.

Gray, Ellen, “Chainsaw Colleague Boosts Samsonite,” Colorado Business Magazine, January 1998, p. 30.

Green, Jeff, “Development Humming at Samsonite,” Brandweek, September 20, 1999, p. 82.

Kempner, Michael W., “Astrum International Corp. Announces Spin-Off,” PR Newswire, posted April 24, 1995, http://www.prnewswire.com/.

Lieb, Jeffrey, “Samsonite to Go Independent,” Denver Post, April 25, 1995, p. C1.

——, “Samsonite Upbeat on Tourister Deal,” Denver Post, August 5, 1993, p. C2.

O’Neal, Nan, “Durable Samsonite Chief Vows to Set Industry on Fire,” Denver Business Journal, January 16, 1989, p. 10.

Robinson, Simone, “Case Study: Samsonite Uses Large Amounts of Polypropylene and ABS at its Belgian Suitcase Facility,” European Plastics News, March 1996, p. 43.

“Samsonite Succeeds in Overseas Markets,” Denver Business Journal, March 24, 2000, p. 23A.

“Samsonite Venture Expected to Curb Fakes,” Bangkok Post, February 6, 2001.

Schifrin, Matthew, “The Dunlap Effect,” Forbes, March 24, 1997, p. 42.

Skolnik, Rayna, “The Strength Behind Samsonite,” Sales & Marketing Management, September 1986, p. 40.

The Samsonite Story, Denver: Samsonite Corp., 1973.

—Dave Mote
—update: Suzanne Selvaggi

Samsonite Corp.

11200 E. 45th Avenue
Denver, Colorado 80239
U.S.A.
(303) 373-2000
Fax: (303) 373-6300

Public Company
Incorporated: 1912 as Shwayder Trunk Manufacturing
Company
Employees: 5,000
Sales: $635 million
Stock Exchanges: NASDAQ
SICs: 3161 Luggage; 5099 Durable Goods, Not Elsewhere Classified

Samsonite is the leading manufacturer of luggage in the world and the top seller of luggage in the United States, Europe, and Japan. In addition to its world-renowned Samsonite label, the company also markets the popular American Tourister brand. Under those names, Samsonite offers a full line of luggage, including softside and hardside suitcases, garment bags, casual bags, business cases, and other travel bags and accessories. Samsonite changed ownership several times during the 1980s and early 1990s before regaining its independence in 1995.

Samsonite owes its start to Colorado native Jesse Shwayder. After growing up in the American West during the late 1800s, Shwayder was working in New York as a salesman for the Seward Trunk and Bag Company by his mid-20s. He was making a lot of money, but he missed Colorado and longed to pursue his dream of starting his own business. Thus, Shwayder quit his job when he was 28 and moved back to Denver. Shortly thereafter, on March 10, 1910, he founded the Shwayder Trunk Manufacturing Company with his life’s savings of $3,500. With a work force of ten men, Shwayder began manufacturing what were known as “suitcases” in a 50 X 125 foot room that he had rented in downtown Denver. The management philosophy he adopted to guide the firm from day one, according to company annals, was the Golden Rule (do unto others ...), to which Shwayder adhered tenaciously.

Shwayder burned through most of his $3,500 in savings during his first year of business. He was able to borrow money to stay afloat, however, and had soon turned the corner toward profitability. His brother Maurice joined him in 1912, and together they traveled throughout the region in an effort to drum up sales and keep the business going. A few years later, Sol Shwayder, a third brother, joined the sales team. Shwayder brothers Ben and Mark also jumped on board in 1923; eventually, Mark worked on sales, Maurice and Ben focused on manufacturing, and Sol became the company’s attorney. The brothers incorporated in 1912 and, having outgrown their downtown room, moved to larger offices. By 1917 they were selling $76,000 worth of luggage annually throughout the western United States. To keep up with spiraling demand they built a new three-story manufacturing facility. That new plant would also prove inadequate soon, as mail-order advertising expanded the Shwayder’s reach eastward across the United States.

The Shwayder’s success was no accident. Indeed, Jesse drew from his work experience in New York to develop a strategy that he would pursue from the start. He realized that he was facing stiff competition from deep-pocketed luggage manufacturers. So, rather than trying to compete with other luggage companies on price, he would differentiate his products by quality and charge as high a price as the market would bear. To reflect the quality and durability of their luggage, the Shwayders named their first products “Samson” after the powerful Biblical character. Indeed, the chief advantage of the cases was that they could take a lot of punishment and were extremely durable. In 1916, in fact, the Shwayders took a picture that would become an advertising coup. The four brothers and their father, Isaac, stood on a plank positioned atop one of their suitcases above the caption; “Strong enough to stand on.” Because the five portly Shwayder men weighed more than 1,000 pounds together, the picture was striking and became an excellent promotional and direct-mail advertising gimmick for several years.

The Shwayders rolled out their first nationally advertised suitcase in 1918. The premium quality case retailed for $4.95 and was advertised in a window at the famous Macy’s department store; the suitcase was displayed with a half-ton of sugar resting on top. Boosted by the success of that and other products, Shwayder Trunk revenues rocketed to $300,000 by 1924. In that year, the brothers moved their operation into a gleaming new 80,000 square foot factory in south Denver; that plant was gradually expanded to include a total of 500,000 square feet. The plant was organized to operate on an assembly-line basis, and even incorporated a state-of-the art conveyor system to transport products and materials in the plant. The company boasted in its literature that it built suitcases the same way that Ford built automobiles.

Shwayder Trunk’s revenues bolted to more than $1 million during the late 1920s and sales, particularly to the eastern United States, exploded. To keep pace with demand, the Shwayders leased an 85,000 square foot factory near Detroit. With that plant up and running, the company seemed almost unstoppable. Unfortunately, the 1929 stock market crash and succeeding Great Depression quashed that perception. Indeed, Shwayder Trunk’s shipments plummeted by 50 percent within a few years. The brothers, scrambling to meet payroll and pay their bills, began trying to supplant lost luggage sales by manufacturing products ranging from license plates and card tables to stilts, doggie dinettes, and sandboxes. To reflect the diversification, the brothers changed the name of their company in 1931 to Shwayder Brothers, Inc. Interestingly, the Shwayder’s card table sales briefly surpassed luggage shipments during the 1930s.

Despite their setbacks in the luggage industry, the Shwayders continued to improve their luggage and invent new travel products. By the 1930s, in fact, the Denver luggage plant was the most modern of its type in the world. From that plant came innovative Samson luggage with exclusive features such as wood-frame construction, super-strong handles, rayon linings, fiber finishes, and secure locks. Specialty fibre finishes were developed by Shwayder Trunk specifically as a covering for Samson suitcases. In 1939 the company introduced a unique suitcase that Jesse dubbed “Samsonite.” The suitcase, which was the predecessor to the popular Samsonite Streamlite line, was covered with sturdy vulcanized fiber that was used with a leather binding. The case’s tapered shape was destined to become a classic within the industry.

During the early 1940s Shwayder Trunk’s factories were converted to produce war materials. Immediately after the war, however, the Shwayders resumed their luggage and folding furniture business and even managed to sell $7 million worth of goods during their first year of postwar production in 1946. During that and the succeeding few years, the brothers integrated into the facilities all of the manufacturing knowledge that they gleaned during war-time production. That allowed them to introduce precision manufacturing methods and to incorporate advanced new synthetic materials into their products. By 1948, sales had shot up to $13 million. The Shwayders then split the company into two divisions: luggage and steel/folding furniture, with the latter division being headquartered at the Detroit factory. The company even opened a second furniture plant in Pennsylvania in 1949.

Shwayder Trunk again converted its manufacturing facilities for war-time production during the Korean War of the 1950s. Although part of that decade was spent building things like bombs and rocket carriers, the brothers managed to increase their luggage and furniture businesses. For example, they began building specialized carrying cases for everything from musical instruments to advanced electronic equipment. And they started producing vinyl clad material for use in automobile interiors. Importantly, the company introduced the Ultralite luggage line in 1956. That luggage was the first to abandon wood-frame construction in favor of magnesium and injection-molded plastics. Also in 1956, Shwayder Brothers expanded out of the United States with a separate Canadian subsidiary and an export sales department focused on Europe. Meanwhile, the flourishing furniture division was consolidated and relocated to a giant production facility in Tennessee.

During the 1960s the company introduced a number of new products under the increasingly popular Samsonite brand name. They brought out several new travel and attaché cases, for example, as well as a line of upscale folding furniture and a successful line of metal patio furniture. The brothers changed the name of the company in 1965 to Samsonite Corporation to capitalize on the now-renowned Samsonite label. Interestingly, the company introduced LEGO by Samsonite in 1960. The snap-together plastic building blocks for children enjoyed immediate acceptance in the North American marketplace and eventually became one of the most popular toys of all time. The stellar success of LEGO prompted Shwayder Brothers to launch more than 50 new toy items before the early 1970s. Lagging performance of the toy division, however, caused the company to jettison the operation in 1972 and focus on furniture and luggage.

Samsonite’s gains during the 1960s were achieved under the guiding hand of founder Jesse Shwayder’s son, King D. Under King’s leadership, Samsonite managed to firmly establish itself as the world’s leading manufacturer of molded luggage and attaché cases by the early 1970s. Indeed, the company added manufacturing operations and sales offices throughout Europe and even Japan during the 1960s and enjoyed hefty sales increases in those regions. Having grown to dominate the business luggage markets, Samsonite set its sites on the mushrooming consumer luggage market. To that end, Samsonite introduced a highly successful line of soft-sided luggage during the late 1960s and early 1970s and even built new factories in Arizona and New Mexico dedicated to manufacturing soft-sided luggage. Samsonite simultaneously acquired companies that gave it leading positions in the markets for personal travel luggage-related products (such as leather toiletries kits), as well as redwood patio and casual furniture.

During the 1970s Samsonite intensified its global expansion efforts related to luggage. By the early 1970s, the company was already operating facilities in Osaka and Tokyo, Japan, as well as in Holland, Spain, Britain, Belgium, Germany, and other countries. During the mid-1970s, though, the company acquired competitors or initiated operations in new manufacturing facilities in France, Germany, the Netherlands, Belgium, Mexico, and other places. By the mid-1970s, then, the company had achieved a truly global presence and was the leading manufacturer of luggage in the world. The enterprise, which was still headquartered in Denver, was employing a work force of 5,000 and boasted the largest and most advanced production facilities in the luggage and casual furniture industries.

After operating as an independent under the direction of the Shwayder family for more than 60 years, Samsonite was engulfed in the corporate consolidation and buyout binge of the 1970s. In 1973 Samsonite was purchased by corporate giant Beatrice Foods Co. At the time, Beatrice was still garnering about 75 percent of its sales from various food and chemical divisions; but it had 1,000 locations around the world, 8,000 different products, more than 65,000 employees, and was growing rapidly through acquisition. Beatrice planned to allow Samsonite to continue operating as a relatively autonomous company, and to support its expansion efforts financially. Beatrice became the first of several companies that would own and sell Samsonite in the 1970s and through the early 1990s. During that time, Samsonite would effectively jettison its furniture operations and focus its energy on the global luggage industry.

Samsonite continued to grow under the Beatrice umbrella during the late 1970s by expanding globally and introducing new products. Unfortunately, its momentum began to wane. Although the company remained a world leader in its key markets, by the early 1980s Samsonite was losing ground. Lackluster management had left the company with a dearth of new products, despite access to Beatrice’s bank account, and Samsonite was rapidly losing its edge and reputation as an industry innovator. In addition, competition from low-cost foreign producers was chipping away at Samsonite’s market share. To rectify the situation, Beatrice brought in 47-year-old Malcom Candlish to lead the company. The British-born Candlish was a seasoned consumer products industry executive. Beatrice wanted him to revive the company and put it unquestionably back on top of the luggage industry.

Candlish took the helm in 1983 and immediately began whipping the company into shape. He laid off about 250 workers, initiated aggressive cost cutting programs, and replaced some of the old guard with new, more aggressive employees. By his own estimate, about half of the company’s work force had been replaced by 1989. Candlish also launched a comprehensive study to determine exactly what consumer wanted. That survey lead to the introduction of the ‘World’s Greatest Garment Bag,’ as described in company promotionals, which became a very successful new product. That bag was followed by a string of new soft- and hard-sided luggage products that served to renew Samsonite’s innovation edge. By 1986, Samsonite was generating annual sales of about $300 million (50 percent from overseas operations), controlling about 12 percent of the U.S. luggage market, and rapidly improving.

Like its subsidiary, Beatrice was scurrying during the early and mid-1980s to cut costs and refocus its organization. To that end, it sold Samsonite in 1986 to leveraged buyout king Kholberg, Kravis & Roberts. Then, 15 months later, Kholberg spun off Samsonite and eight other companies into a new company called E-II. Six months later E-II was bought out by American Brands, which subsequently was purchased by billionair Mesh-ulam Riklis of Riklis Family Corp. Throughout the buyout melee, Candlish managed to keep his chief executive job and even to improve Samsonite’s performance. By 1989, in fact, Samsonite was generating an estimated $430 million in sales worldwide, and Candlish was still working to cut costs and bring out more new products.

As Samsonite continued to post gains in the recession of the late 1980s and early 1990s, its parent company, E-II, floundered and eventually filed for Chapter 11 bankruptcy. “We like to say we have a sick head and a healthy body,” said Nick Nell, Samsonite’s chief financial officer, in the September 27, 1992, Denver Post. Samsonite’s revenues leapt up into the $500 million range in 1992 from the sale of approximately ten million pieces of luggage worldwide. Those sales included nearly 70 percent of all the hard-sided luggage sold throughout the world, including such nations as Russia, Argentina, and China. By the early 1990s Samsonite was recognized as a U.S. leader in global marketing.

Following a messy reorganization of E-II, Samsonite emerged as a subsidiary of a new company called Astrum International Corp. Steve Green, former E-II executive, became the new chairman and chief executive of Samsonite. Under his direction, Samsonite continued to grow and to retain its global bent. In 1993 Astrum purchased the American Tourister luggage company to complement Samsonite. That purchase significantly bolstered Samsonite’s lead in the domestic luggage market and broadened its scope to include some lower tier segments of the market. The combined operations were generating sales of approximately $600 million annually going into 1994. Samsonite posted record sales in 1994 of $634 million, about $72 million of which was profit.

Samsonite regained its independence for the first time since 1973 when Astrum announced early in 1995 that it was going to split into two companies, one of which would be the new publicly held, independent, Denver-based Samsonite Corporation. The new company retained the Samsonite and American Tourister divisions and related operations. Green expected to stay on as head of Samsonite. Besides expanding into new global markets, Green announced his intention to broaden Sam-sonite’s product line to include luggage racks, golf and ski bags, camping gear, and even computer and camera cases.

Further Reading

Elder, Drew, “Samsonite Bagging Profits With Innovative Products,” Denver Post, September 24, 1992, p. Cl.

_____, “Samsonite Ignores Storm,” Denver Post, September 27, 1992, p. 1.

Kempner, Michael W., “Astrum International Corp. Announces Spin-Off,” PR Newswire, April 24, 1995.

Lieb, Jeffrey, “Samsonite To Go Independent,” Denver Post, April 25, 1995, p. C1.

_____, “Samsonite Upbeat on Tourister Deal,” Denver Post, August 5, 1993, p. C2.

O’Neal, Nan, “Durable Samsonite Chief Vows to ‘Set Industry on Fire’,” Denver Business Journal, January 16, 1989, p. 10.

The Samsonite Story, Denver: Samsonite Corp., 1973.

Skolnik, Rayna, “The Strength Behind Samsonite,” Sales & Marketing Management, September 1986, p. 40.

—Dave Mote

Samsonite Corporation

founded: 1910

Contact Information:

headquarters: 11200 e. 45th ave.
denver, co 80239 phone: (303)373-2000 fax: (303)373-6300 url: http://www.samsonite.com

OVERVIEW

Samsonite Corporation, headquartered in Denver, Colorado, is one of the world's largest and most influential designers, manufacturers, and distributors of luggage. Its products are marketed under a number of brand names, the best known of which are Samsonite and American Tourister. The company manufactures a wide range of luggage and luggage-related products, including suitcases, garment bags, business cases and portfolios, computer cases, sports bags, and casual bags. The company's line of luxury luggage, casual bags, shoes, and accessories is marketed under the Hedgren and Samsonite Black Label brand names. In addition to its own line of manufactured products, Samsonite licenses its brand names for use on such products as travel accessories, leather goods, clothing, furniture, and handbags.

Most of Samsonite's products are designed at the company's research and development and design centers in the United States and Europe. The products themselves are manufactured either at one of the company's 12 global manufacturing facilities or by third-party suppliers. Samsonite's products are marketed in more than 100 countries worldwide at a wide range of retail outlets, including department stores, mass merchants, specialty stores, warehouse clubs, and catalog showrooms, as well as at the chain of about 200 Samsonite-operated stores in the United States, Canada, Latin America, Europe, and Asia. Customers may also purchase Samsonite products through the Web sites of several of the company's retailers.

COMPANY FINANCES

Economic and market conditions have colored Samsonite's financial performance in recent years, obscuring to some extent the positive progress the company has achieved. For example, although net sales in 2001 climbed 2.1 percent to $783.9 million from $767.7 million in 2000, the company's bottom line showed a net loss of $6.8 million compared with a net loss of $1.9 million the previous year. Part of the company's loss can be attributed to the weakness of most European currencies against the U.S. dollar. The company's sales in Europe jumped almost 12 percent in 2001, the third consecutive year of double-digit sales growth in Europe. However, taking the currency differential into account, European sales were $9.8 million behind their performance in 2000. The company also managed to scratch out a 1.7 percent sales gain in the United States, against the backdrop of an economy in recession. Samsonite's sales in Mexico and Canada climbed 16 percent and 18 percent respectively. Sales in Asia were also strong, climbing 50 percent in 2001, on the heels of a 55 percent increase in 2000.

In 1999, Samsonite reported a net loss of $88.8 million on revenue of $697.4 million. In the 52 weeks ended March 31, 2002, the company's stock traded in a range of $0.85 to $4.00.

ANALYSTS' OPINIONS

As of early 2002, most security analysts were essentially neutral in their rating of Samsonite Corporation, which translates to a recommendation of "hold" on the company's stock.

HISTORY

Samsonite has its roots in Colorado, where Colorado native Jesse Shwayder in 1910 founded the Shwayder Trunk Manufacturing Company using his life savings of $3,500. Shwayder quickly used up his modest start-up capital and was forced to borrow money to keep his company going. He was later joined by his brothers, Maurice, Sol, Ben, and Mark, each of whom took over a specific segment of the company's operations. By 1917, the company was selling $76,000 of luggage annually throughout the American West, forcing the Shwayders to expand their manufacturing facility to keep pace with soaring demand for their products. To better convey the strength and durability of their luggage products, the Shwayders dubbed their product line "Samson." In 1918, the company took its products national, and by 1924, annual sales had soared to $300,000. That same year, the brothers moved their manufacturing operations into an 80,000-square-foot factory in South Denver. Demand for their products continue to climb, and by the end of the 1920s, annual revenue had jumped to more than $1 million.

With the arrival of the Great Depression, demand for the Shwayders' luggage collapsed, dropping by 50 percent within just a few years. To help face the challenge of the Depression, the brothers diversified their product lineup to include card tables, license plates, sand-boxes, and stilts, and changed the company name to Shwayder Brothers, Inc. Their strategy paid off, and the company survived the lean years of the 1930s. In 1939, the company introduced a unique suitcase that was marketed under the name "Samsonite." The suitcase, which was a predecessor to the company's Samsonite Stream-lite line, was covered with a durable vulcanized fiber that was used with a leather binding.

To meet the needs of American armed forces, much of the Shwayders' manufacturing capacity was converted during World War II to the production of war materiel. But when the war ended, the brothers quickly got back to the business of making luggage and folding furniture, incorporating some of the tricks they'd picked up during the years of wartime production. Annual sales climbed to $7 million in 1946.

During the 1950s and early 1960s, the company continued to market its popular line of Samsonite luggage, expanding its product line to include attaché cases and specialized travel cases. In 1965, the company's name was officially changed to Samsonite Corporation to capitalize on the growing popularity of its Samsonite product line. By the early 1970s, Samsonite had established itself as the world's largest manufacturer of molded luggage and attaché cases. Global distribution was made easier through a number of factories and sales offices that had been established in Europe and Japan during the previous decade. As demand continued to soar, Samsonite opened a growing network of manufacturing facilities throughout the United States and abroad.

In 1973, corporate giant Beatrice Foods acquired Samsonite from the Shwayder family. For the rest of the decade, Samsonite continued to grow through the introduction of new products and aggressive overseas expansion. However, the growth surge had ended by the early 1980s, as Samsonite began to feel the impact of low-cost foreign competition. In 1983, Beatrice brought in British-born Malcom Candlish to whip the company into shape. Candlish cut the size of Samsonite's work force and launched an aggressive program of cost-cutting. In 1986, Beatrice sold Samsonite to Kholberg, Kravis & Roberts, who 15 months later spun the company off into a newly established company dubbed E-II. Six months later, E-II was bought out by American Brands, which itself was purchased not long thereafter by billionaire Meshulam Riklis. Through it all, Candlish hung on as CEO.

After E-II filed for bankruptcy and was reorganized in the early 1990s, Samsonite ended up as a subsidiary of a new company called Astrum International Corporation. Steve Green took over as Samsonite's CEO, and under his direction the company purchased American Tourister, another major U.S. luggage manufacturer. The company regained its independence in 1995 when Astrum announced it would split into two companies, one of which would be the independent, publicly owned Samsonite Corporation.

STRATEGY

Samsonite's strategy is to use its existing assets, including its quality products, strong brand names, and global capabilities, to expand sales and improve profitability. Key tactics in the company's strategy include expanding its channels of distribution, expanding product offerings, creating innovative products, enhancing brand image, continuing international expansion, and improving its product marketing execution.

FAST FACTS: About Samsonite Corporation

Ownership: Samsonite is a publicly owned company traded on the NASDAQ small cap market.

Ticker Symbol: SAMC

Officers: Luc Van Nevel, Pres. and CEO, 55, 2001 base salary $382,041; Richard H. Wiley, CFO, Treas., and Sec., 45, 2001 base salary $275,000; Thomas R. Sandler, Pres. The Americas, 55, 2001 base salary $325,000

Employees: 7,150

Principal Subsidiary Companies: To properly oversee its worldwide business, Samsonite has a number of subsidiary or joint venture companies outside the United States. These include Samsonite Mercosur, Ltd. headquartered in the Bahamas; Samsonite Asia, Ltd. based in Hong Kong; Samsonite Mauritius, Ltd. on the island of Mauritius; Samsonite Singapore Pte., Ltd. in Singapore; Samsonite AG in Switzerland; and Lonberg Express S.A. in Uruguay.

Chief Competitors: Competition within the worldwide luggage market is very fragmented. In the U.S. market, Samsonite competes based on brand name, product innovation, consumer advertising, product quality, differentiation, customer service, and price. In Europe, competition in the luggage market is based on the company's premium brand name, product design, product quality, access to established distribution channels, new product offerings, and price. Because manufacture of soft-sided luggage is labor intensive but not capital intensive, the barriers to entry into this segment of the luggage market are relatively few, which means that competition for Samsonite in this market is relatively intense. Because the manufacture of hard-sided luggage is much more capital intensive, the number of competitors in this market segment are considerably fewer. Some of the company's major competitors worldwide are LVMH, Moet Hennessy, Louis Vuitton S.A., Brown-Forman Corporation, which produces Hartmann luggage, and Land's End, Inc.

In the realm of distribution channels, the company has moved to increase its presence in those channels in which it is presently underrepresented. This will be done by using targeted sales efforts that are tailored to each specific channel. As to the expansion of product offerings, Samsonite is designing, manufacturing, and marketing more casual and sports bags, luxury luggage, computer cases, clothing, shoes, and accessories. In recent years, the company has added the upscale brand names of Hummer, Hedgren, and Samsonite Black Label to its product lineup. Recent innovations in the company's product line have included Ziplite, a lightweight, hard-sided luggage made from ultra-thin, flexible polypropylene, and Carbon 2010, a hybrid luggage that incorporates attractive features of both hard-sided and soft-sided luggage.

To enhance its brand image, Samsonite plans to introduce more upscale products under its Hummer, Hedgren, and Samsonite Black Label brand names and to open flagship stores in major international cities. Although it has enjoyed an international presence for decades, Samsonite hopes to expand further abroad, focusing on the emerging foreign markets of India, China, Latin America, and the Pacific Rim. To improve product marketing execution, the company is concentrating its resources on the improvement of forecasting, brand positioning and advertising, product development, and customer service.

INFLUENCES

Serving a global marketplace has required Samsonite to quickly adjust its marketing strategies to changing buying patterns in its various markets. In Europe, for example, the company has seen consumer preferences shift from hard-sided luggage, beauty cases, and attaché cases to soft-sided suitcases and casual bags. To stimulate and revive sales of its hard-sided products, the company has devoted considerable capital to the development of innovative, lightweight, hard-sided suitcases, including its Ziplite, Hardlite, and D'Lite brand names.

Another negative factor in the European market has been the weakness of European currencies against the U.S. dollar in recent years. To lessen the negative effects of this foreign exchange differential, Samsonite has moved more of its production from the Far East to plants in Eastern Europe to take advantage of the resulting savings in production costs.

In the domestic market, Samsonite has seen U.S. demand for hard-sided luggage deteriorate significantly. This prompted the company to discontinue manufacturing operations at its Denver facility. The company will continue to market hard-sided luggage in the United States but the product will be sourced from Samsonite's foreign-based manufacturing facilities. To further address the problem of weaker demand in the United States, Samsonite plans to reduce the total number of retail outlets it operates by eliminating those that have proven unprofitable.

CURRENT TRENDS

A growing trend worldwide has been the decline in demand for Samsonite's hard-sided products. The company's sales of soft-sided suitcases and garment bags accounted for 46 percent of total sales in 2001, compared with 21 percent for hard-sided luggage. So sharply has the company's U.S. demand for hard-sided luggage declined that Samsonite in 2001 halted manufacturing at its Denver facility. The much-diminished demand for hard-sided product will henceforth be met with supplies from the company's foreign-based manufacturing facilities.

In the company's view, part of the reason for the sharp drop in demand for hard-sided product has been the growing consumer preference for lighter weight luggage. To satisfy this consumer preference while continuing to produce a hard-sided suitcase line, Samsonite has invested heavily in research and development to come up with innovative new materials to meet customers' needs. Some of the so-called hybrid products that have emerged from such research include the company's Hardlite, D'Lite, and Ziplite product lines. These hard-sided products are made with newly developed materials and production processes, and satisfy consumer demands for a lighter weight product.

CHRONOLOGY: Key Dates for Samsonite Corporation

1910:

Shwayder Trunk Manufacturing Co. founded

1918:

Shwayder begins marketing nationally

1941:

Shwayder introduces Samsonite Streamlite

1946:

Annual sales top $7 million

1965:

Shwayder changes name to Samsonite

1973:

Samsonite is acquired by Beatrice Foods

1995:

Samsonite regains corporate independence

PRODUCTS

Although Samsonite is most closely identified with its luggage products, the company produces a wide range of other products, including casual bags, business and computer cases, footwear and clothing, and other products. Approximately two-thirds of the company's sales in 2001 were accounted for by hard-sided and soft-sided luggage products. Soft-sided suitcases and garment bags accounted for 46 percent of total sales, while hard-sided suitcases made up 21 percent of total sales. Casual bags accounted for 11 percent of sales, while business and computer cases made up another 8 percent. Footwear and clothing accounted for 3 percent of sales, with the remaining 11 percent made up by other products.

The company's products are marketed under a number of brand names. Samsonite Black Label products are directed at the high-end luxury market, while Lark products target the luxury market. Products bearing the Samsonite label are directed to consumers looking for high-quality, innovative goods. The sport luxury market is targeted by products bearing the Hedgren brand name and American Tourister products are targeted at consumers seeking quality and value.

GLOBAL PRESENCE

More than half of Samsonite's annual sales are made in markets outside the United States. To meet this worldwide demand for its products, the company operates a network of 12 company-owned manufacturing facilities. Another large segment of its product line comes from third-party suppliers, most of whom are located in the Far East, Eastern Europe, and Dominican Republic. In 2001, less than 40 percent of Samsonite's revenue from soft-sided luggage products came from products manufactured in its own facilities. The rest was supplied by third-party vendors outside the United States. Company-owned manufacturing facilities are located in Belgium, France, Hungary, Italy, the Slovak Republic, Mexico, Spain, India, and China.

EMPLOYMENT

Samsonite employed approximately 7,150 employees worldwide as of Decemer 31, 2001. Of those, about 1,850 worked in the United States. While most of the company's 2,780 European employees are unionized, only a small percentage of those in the United States belong to a union.

WHAT'S IN A NAME?

When Jesse Shwayder and his brothers first began marketing luggage from their Denver factory, they dubbed it "Samson" after the super-strong character in the Bible. This, they felt, would reflect well upon their products and give potential customers a sense of their quality and durability. To further demonstrate the strength of their suitcases, four of the Shwayder brothers and their father posed for an advertising picture standing on a wooden plank that had been positioned atop one of their suitcases. The caption read, "Strong Enough to Stand On." The Shwayer brothers' luggage was first marketed nationally in 1918. The name "Samsonite" first appeared as the brand name of a unique new suitcase introduced by the Shwayders in 1939. Their company had developed a sturdy vulcanized covering for the new product. It was the birth of a name that was to outlast the name of Shwayder. In 1965 the Shwayder Trunk Manufacturing Company officially changed its name to Samsonite Corporation.

SOURCES OF INFORMATION

Bibliography

2001 annual report of samsonite corporation. denver: samsonite corporation, 2002. "samsonite corporation." hoover's online. available at http://www.hoovers.com.

"samsonite corporation - history." gale business resources. available at http://galenet.galegroup.com/servlet/gbr.

samsonite corporation home page, 2002. available at http://www.samsonite.com.

"snapshot report: samsonite corporation." multex investor available at http://www.marketguide.com.

For an annual report:

on the internet at: http://www.samsonite.com/global/or write: investor relations, 11200 e. 45th ave., denver, co 80239.

For additional industry research:

investigate companies by their standard industrial classification codes, also known as sics. samsonite's primary sics are:

3089 plastics products nec

3131 footwear cut stock

3161 luggage

3171 women's handbags and purses

3172 personal leather goods except women's handbags andpurses

3199 leather goods, nec

also investigate companies by their north american industrial classification system (naics) codes. samsonite's primary naics codes are:

316992 luggage manufacturing

316993 personal leather goods manufacturing

316999 all other leather goods manufacturing