Coachtravelcollectionfinal

H C A CO T R AV E L

I N O S M A X S

TE

2.

COACH PROFILE

1.

EXECUTIVE SUMMARY

4.

THE COLLECTION

3.

SAMSONITE PROFILE

5.

DESIGN

6.

MARKET ANALYSIS

8.

SWOT

7.

COMPETITION

10.

CONLUSION

9.

TAGET MARKET

EXECUTIVE SUMMARY:

The Coach and Samsonite Travel Collection brings together two of the most highly esteemed names of the luggage and leather goods industry. Using Coach’s heritage of quality leathers and brand appeal, combined with Samsonite’s durability and innovation, the result is a luggage collection fit for today’s modern traveler.

The collection will be introduced as four specific products - three rolling bags in various sizes and one soft sided attache. The items are designed for functionality and aesthetic, while using superior materials and craftsmanship.

The collection supports the individual growth strategy of each company in many ways. For Coach, it will create product diversification, expand points of sales, and increase awareness specifically in Asia. For Samsonite, it will increase points of sales, enhance brand image, and increase awareness in North America. Due to Coach’s dominant presence in North America and Samsonite’s in Asia, the collection will be present in both company’s distribution channels for balanced global exposure. Each brand compliments the other’s strengths and compensates for the weaknesses. This will be a strategic alliance benefiting both parties.

The accessible luxury market is increasingly competitive. Most brands, including Coach, are attempting a lifestyle strategy, in which having a wide breadth of products is inherently important. The travel industry continues to grow, and with it, the demand for related products grows. For this reason, luggage is a logical choice for brands looking to diversify their product range.

Today’s modern luxury consumer has an evolved definition of luxury, in that it must be functional and obtainable in addition to the traditional aspirational qualities.

Coach and Samsonite are both working to fill this gap in the market. No other accessible luxury fashion retailers are currently offering a rolling luggage collection.

The standard products within this sector are duffel, overnight, and weekender bags. Coach and Samsonite will be innovators in this product category, giving them the advantage of a majority market share early on.

Samsonite adopts the philosophy that “the act of making a journey is often more meaningful than the reality of reaching one’s destination.” Together, Samsonite and Coach hope to enhance the quality of one’s journey by proving a meaningful and relevant product.

COACH: Coach was founded in 1941 in the middle of the most vibrant, modern and progressive city of the time, New York. Starting humbly with only six leather workers in a small loft in Manhattan, Coach has transformed itself over the last 75 years into an international leader of premier lifestyle products.

Keeping this as inspiration, Coach still designs with an original American attitude that emphasis style, heritage, integrity, durability, functionality and quality. Product offerings include women’s and men’s bags, small leather goods, business cases, footwear, outerwear, watches, weekend and travel accessories, scarves, sun wear, fragrance, jewelry and more; continued development into new product categories ongoing.

STUART VEVERS, CREATIVE DIRECTOR

“luxury more meaningful, liberating, inviting, and approachable for those who desire more than status.”

As an alternative to traditional luxury, Coach today aims to define “modern luxury.” This means aspiring to make “luxury more meaningful, liberating, inviting, and approachable for those who desire more than status.” Coach is currently in the process of transforming into a global lifestyle brand, “anchored in accessories, presenting a clear and compelling expression of the Coach woman and man across all product categories, store environments and brand imagery.” In addition, Coach is taking the initiative to raise brand awareness and build market share where Coach is underpenetrated, most notably in Asia and Europe. In order to do so, Coach has made many recent changes, including it’s leadership.

Current executive creative director as of 2013 is Stuart Vevers. He is recognized as one of the worlds leading accessories designers and has held previous positions at Calvin Klein, Mulberry, Loewe, and Bottega Ventta. In 2006, Vevers won the British Fashion Council’s Accessory Designer of the Year award. At Coach, Vevers has decided to take a broadened creative approach having input in all visual communications including design, store presentation and advertising. In an attempt to revitalize the brand, Vevers debuted the first Coach ready to wear collection in fall 2014. It was met with exceptional reviews and is a signal of the success that Vevers and his new direction is taking Coach.

VISION: “TO BECOME THE COMPANY THAT DEFINES GLOBAL MODERN LUXURY.” REVENUES: USA: 81% JAPAN: 18%

POINTS OF SALE: Direct operated stores

500 in North America

450 in Asia

25 in Europe Wholesale Locations:

183 International

1000 North American E-commerce: 20+ countries

“Quality, great design, great materials, craftsmanship are all a part of what has made Coach great and what differentiates us from many of our traditional competitors and especially the new accessible luxury competitors that have arisen in the market space.

And that’s part of our mantra and what we’re going to reclaim.”

-Victor Luis, CEO

4.81

5.08

4.76 4.16 3.61 3.23

2008

2009

USD BILL

GROWTH STRATEGY: -Expand market share in Asia -Transition to a lifestyle brand

-Category expansion -Revitalize brand image

-Close factory stores

-Raise prices

-Product offering

-Elevated aesthetic

-Minimal branding

TOTAL REVENUES WORLDWIDE:

3.18

SALES: NORTH AMERICA: 61% JAPAN: 14% INTERNATIONAL: 25%

2010

2011

2012

2013

2014

*GLOBALDATA

SAMSONITE: Samsonite International, together with its consolidated subsidiaries, is the world’s largest travel luggage company, with a heritage dating back more than 100 years. The Group is principally engaged in the design, manufacturing, sourcing and distribution of luggage, business and computer bags, outdoor and casual bags, and travel accessories throughout the world, primarily under the Samsonite®, American Tourister®, Hartmann®, High Sierra®, Gregory®, Speck® and Lipault® brand names and other owned and licensed brand names. The Group’s core brand, Samsonite, is one of the most well-known travel luggage brands in the world. They are known for notable style with the latest design, technology and the utmost attention to quality and durability.

TIM PARKER, CEO

“notable style with the latest design, technology and the utmost attention to quality and durability”

The foundations of the business begin in 1910 when Jesse Shwayder opened a small luggage factory in Denver Colorado. He manufactured suitcases with a small team of only 10. When founded, travel was reserved for only an exclusive few, those who had the means to see the world.

Given this exclusivity, travel was a high quality experience from the transportation, to the attention to service, to even the accessories used to carry one’s belongings. As one of the first brands in travel, Samsonite became well known for its craftsmanship, heritage, and innovative design.

Still to this day they carry on this tradition. Many companies today use Samsonite as partners to develop their own travel lines because of these qualities. Previous collaborations by Samsonite have included Thom Browne, Alexander McQueen, Viktor & Rolf, Y-3, Disney, and Swarovski.

All proving highly successful in the consumer market place.

Samsonite currently distributes world wide and has the largest market presence in Asia. As a part of their brand strategy they plan to focus on diversification. This includes diversifying market penetration as well as product offerings. In 2014 they acquired the brand Speck, maker of phone and electronic cases. In addition to acquiring brands of diverse products they also gained luggage brands like High Sierra, Lipault and Gregory.

This consolidation of the mid tier competition is predicted to contribute to greater market efficiency.

VISION: “TO BECOME THE WORLD’S MOST HIGHLY REGARDED PREMIUM LIFESTYLE TRAVEL BRANDS.” BRANDS: Samsonite Samsonite-Red American Tourister High Sierra Hartmann Speck Products Lipault Gregory

DISTRIBUTION: Points of Sale:

TOTAL: 48,800

ASIA: 7,200 100 countries

“We continue to see an increasing number of international tourists driving growth across the global luggage industry, and with international tourist arrivals expected to increase by as much as 4.5% in 2014, this growth should continue to benefit our business”

-Tim Parker, CEO

2010

1,771.7

2,037.8 2009

1,215.3

1,565.1 2008

1,029.4

1,203.9 USD MILL

GROWTH STRATEGY: -Product diversification

-Brand acquisition -Grow market share

-Allocate more resources to

strategic product categories -Improve efficiency of supply chain -Adapt to specific local markets

-Invest in advertising -Expand retail distribution

TOTAL REVENUES WORLDWIDE:

1,249.6

SALES: ASIA: 38% NORTH AMERICA: 31% EUROPE: 24% LATIN AMERICA: 6%

2011

2012

2013

2014

*SAMSONITE

The Coach Travel Collection is defined as modern luxury because of its aesthetic, functionality, and innovative technology features. The colors offered are universally appealing while being distinct. Pebble grain textured leather is better at hiding wear and tear than a smooth grain, but still keeps a soft luxurious hand. All edges have a bound reinforcement at the seams for extra durability. The collection has minimal and subtle branding. The signature Coach hang tag is left blank, because simply having the tag itself is recognizable. A Coach story patch is located inside every piece to verify authenticity to the owner. Zipper pulls are designed as the trademark turn lock detail that is so closely associated with Coach. Samsonite’s contribution to the collection is innovation and specialized design. The roll-aboard meets airline carry-on dimension requirements and has flush wheels to make overhead storage easier. Both the large spinners will have to be checked in airline travel. For this reason, they have a built is scale to ensure the bag does not exceed set weight limits. The travel brief features an illuminated interior, to make finding possessions easier in times such as when overhead cabin lights are turned out. The design and features of this collection embody modern luxury.

COACH KEYS:

Bound Edge Reinforcement

Signature Coach Hang Tag and Luggage Tag

Subtle Coach Logo Embossing

Turn Lock Zipper Pull Detail

SPECIAL FEATURES:

Built-in Luggage Scale

Illuminated Interior LED Lights

Story Patch for Authenticity

Optional Cross-body Strap

360 Rotation Spinner Wheels

Padded Dividers to Protect Laptops

Hidden Under-tuck Wheels

Gusset

ROLL-ABOARD:

MEDIUM SPINNER:

Small enough to fit in the overhead compartment as a carry on bag. This design features a two level telescopic handle, two exterior sip pockets, and hidden wheels to make overhead storage easier and compact.

This bag features a two level telescopic handle, two exterior sip pockets, 360 “spinner” wheels and a built in digital scale located in the handle.

DIMENSIONS: 20 H X 15 L X 7.5 W

MSRP $1,300

DIMENSIONS: 24 H X 16 L X 11 W

MSRP $1,000

Oxblood

Navy

Black

Saddle

Oxblood

Navy

Black

Saddle

LARGE SPINNER: This bag features a two level telescopic handle, two exterior sip pockets, 360 “spinner” wheels and a built in digital scale located in the handle.

DIMENSIONS: 28 H X 19 L X 13 W

SOFT ATTACHE: Small enough to fit under a seat as a carry on. This bag features an illuminated interior by LED lights that activate when the bag is opened, a back gusset to secure onto any rolling bag handles, a padded laptop sleeve divider, and optional cross-body strap.

MSRP $1,500 DIMENSIONS: 11 H X 14.5 L X 3.75 W MSRP $ 550

Oxblood

Navy

Black

Saddle

Oxblood

Navy

Black

Saddle

MARKET ANALYSIS: GLOBAL LUGGAGE AND LEATHER GOODS MARKET VALUE FORECAST: 8

120

7 6

80

5

60

4

40

3 2

20

1

0 2 012

-Travel bags are 40% of the market with expected growth

-Large market for cabin size bags

-Developments in alternative leather pose a threat

% growth

$ billions

100

2 013

2 014

2 015

2 016

2 017

0 *MARKETLINE

The global luggage and leather goods industry continues to grow. By 2017 the industry is expected to have a value of $103.6 billion. This marks an astounding 40% increase since 2012. Travel bags specifically make up 40% of the industry, with luggage being the fastest growing category of 2014 at 9% value growth. Such significant growth can be attributed to todays growing number of travelers.

Travel has become more accessible to a larger demographic, due to factors as lower fuel costs and expanded airline offerings. Therefor, the demand for products associated with travel have also grown. This theory is supported by the 2% growth in number of international trips taken by American tourists. Chinese have become the largest group of travelers with the highest number of outbound tourists in the world in 2013. Following this trend, todays biggest luggage market is America, closely followed by Asia Pacific, Europe, and then the rest of the world. The most common point of sale globally for luggage is specialty retailers, followed by department stores.

There have been considerable changes for luggage in the last decade with the arrival of budget airlines and continuously changing security rules. The growing number of short-haul passengers do not wish to check luggage. This is both for convenience and associated costs. This has created a large market for maximum-size cabin luggage of high quality. Most airlines charge a checking fee, and then only allow a 50 pound bag maximum without an additional charge. These factors have been taken into consideration as the collection features two carry on appropriate sized bags and measures to prevent over weight bags on the other two.

The leather goods industry faces some specific and modern challenges in the near future. Potential threats lie in the advancement of mobile technology, which may eventually mean that small bags, hand bags, and particularly wallets are no longer needed for practical purposes. Finding new leather products will be vital for an accessories company’s longevity. Developments in materials science may also specifically affect the leather goods industry as demand for more ethically sourced products grows. The millennial consumer has grown up with non-leather or imitation leather already due to rising hide costs and social consciousness. While high-end leather products may see little

Increasing demand for accessible luxury continues to shape the market. Luxury brands still exert immense influence on the bags and luggage category, mostly in the form of design. Accessible luxury brands generally replicate or take heavy inspiration from high-end luxury brands. These toptier brands compete for the ultra-affluent customers with advertisements, celebrity endorsements and brand aura; while accessible luxury brands use similar strategies but price their similar-looking products at a level that is affordable for the aspirational middle class customer. The recession of 2008 actually helped grow the “accessible” luxury industry. It forced consumers who had typically purchased the high-end luxury goods to settle for the cheaper options.

Accessible luxury, by nature, walks a fine line between brand awareness and exclusivity. There are concerns that many of these brands have gone too far and brands risk committing the number one taboo of luxury—overexposure. This is true even in Asian markets, where logos previously had been a major selling point. The emerging Chinese middle class has reached a new level of sophistication and maturity, increasingly selecting products that satisfy their individual needs rather than simply ‘keeping up’. Louis Vuitton realized this problem and announced plans to purposely slow retail expansion in Asia due to overexposure. They also plan to decelerate sales of the signature monogram print in exchange for the recognizable, but subtler, damier print. Coach has a similar problem in the US that is being solved in a similar way; branding through recognizable Coach elements not necessarily logos.

ASIA PACIFIC: 33% EUROPE: 23% MIDDLE EAST & AFRICA: 5%

DISTRIBUTION OF BAGS AND LUGGAGE GOODS BY FORMAT:

*MARKETLINE

Bags and Luggage Specialist Retailers

39.9

Department Stores

15.3

Apparel Specialist Retailers

12.9

Mass Merchandisers

12.4

Internet Retailing

6

Home Shopping

4.3

Grocery Retailers

3.6

Health and Beauty Specialist Retailers

2.8

Warehouse Clubs

1.4

Variety Stores

1.1

Direct Retailing

0.3

*MARKETLINE

GLOBAL LUGGAGE AND LEATHER GOODS MARKET SEGMENTATION:

AMERICAS: 40%

-Recession helped grow the accessible luxury market

-High risk of logo overexposure is an issue

COMPETITION: COMPANY SHARES OF LUGGAGE AND LEATHER GOODS MARKET % VALUE:

LUGGAGE AND LEATHER GOODS MARKET

15.5%

2.6%

16.3%

17.1%

16.6%

15%

2.9% 3.4% 4%

2 0 0 9

2 010

2 0 11

2 012

4.7%

2 013

Despite losing market share and negative growth, Coach Inc still remains the biggest player in the leather goods and luggage marketplace. The recession in 2008 caused value decline in just about every product category across the board. Yet Coach was the first to benefit from the recession’s shift away from luxury and into accessible luxury, they grew their retail market share from 11% to 16% from 2007 to 2009. However, while demand for accessible luxury continues to thrive in the post-recession market, Coach struggled in 2013, and continues to struggle resulting mainly from overexposure. Taking advantage of the situation Michael Kors has grown dramatically with growth rates of 60%, 88% and 51% in 2011, 2012 and 2013 respectively. Coach and Michael Kors are currently the two largest players in the market, emphasizing the preeminence of accessible luxury in bags and luggage.

-Post recession accessible luxury still thrives

Coach Inc continues to lead the market with a 15% market share in 2013. This is down from 17% in 2012, as Coach posted its first year of decline in the past eight years. Even with declining growth rates, Coach still maintains a lead over second place Michael Kors, yet the margin continues to narrow every year.

-Coach still remains top player over MK

In order to take back market share from Michael Kors, Coach will need too compensate for its overexposure. They can do this by elevating brand image to become an aspirational brand again.

They will also have too add additional product offerings. Michael Kors currently has a much wider offering due to their expansive clothing collection. Becoming a lifestyle brand is an important key to attracting the accessible luxury consumer.

-Coach becomes a lifestyle brand

Within the luggage and leather goods industry, the luggage specific market is highly fragmented and intensely competitive with numerous branded as well as unbranded or unorganized players operating in the market. Samsonite remains the undisputed leader in the worldwide luggage market, followed by VF Corporation and Tumi, among others. Samsonite eliminated the competition by acquiring the brands Lipault, Gregory, and High Sierra. Samsonite’s consolidation of the mid-tier segment is expected to contribute to greater market efficiency. Competition is largely based on the brand name; product pricing, quality, and design; product technology; and advertising, among other such factors. Samsonite, in order to sustain position above the competition, needs to stay relevant and take progressive actions. Exposure as a fashion leader and collaboration with Coach will expand the brand image and greatly grow the target consumer profile.

COACH INC.

Prada USA Corp

MICHAEL KORS HOLDING LTD

Liz Claiborne Inc

LVMH Moet Hennessy Louis Vuitton Inc.

Burberry USA

VF Outdoor Inc

Kenneth Cole Productions Inc

SAMSONITE INTERNATIONS SA

Bottega Veneta

Jones Apparel Group

Salvatore Ferragamo SpA

Nike Inc

Targus Group International Inc

Gucci America Inc

Guess Inc

Tumi Inc

Frame Co GmbH, The

Fossil Group Inc

Yves Saint Laurent SA

Hermes International SCA

High Sierra Sport Co

*EUROMONITOR INTERNATIONAL

Others

-Samsonite is leader of luggage category

STRENGTH: -Strong operating performance

-Coach has a higher operating margin of 32% compared to its competitors, Fifth & Pacific Companies, Limited Brands and Ralph Lauren Corporation, which recorded the margins of 13%, 12% and 15%. Strong operating performance against peers help Coach to gain investor confidence.

-Strong liquidity position

-A higher liquidity ratio than competitors indicates that Coach is in a stronger financial position. A strong liquidity position provides the company an advantage to fund any potential opportunity arising in the market, such as expansion into the luggage market.

-Multi channel distribution strategy

-Coach has a multi-channel distribution strategy giving the advantage of a large customer base. This is through direct owned retail stores, factory stores, department store shop-in-shop, freestanding flagship stores, international retail locations, online, and wholesale.

OPPORTUNITY: -Organic growth

-Coach intends to expand retail network through new stores in domestic and international markets. Rising store numbers will increase the visibility of the company and attract more customers to visit its stores. Addional retail distibution through Samsonite will also help.

-Increase in consumer spending in the US

-According to a recent report by the U.S. Bureau of Economic Analysis, in December 2012, the personal income in the US, Coach’s largest market, increased by 2.6%, and disposable personal income increased by 2.7% as compared to November 2012. Coach offers diverse range of products under various brands, which have a wide reach through its massive presence in the US. Improved consumer spending in the US will positively affect performance.

-Expand product portfolio

-A comprehensive product range allows Coach to address different customer requirements and attract a wide range into its stores. During FY2012, Coach generated more than half of net sales from handbags. Expanding into new categories presents opportunity to diversify risks and grow potential sales opportunities.

WEAKNESS: -Limited geographic presence

-Dependence on the US market may impact the company ’s operational and financial performance in the event of any economic, political or dramatic change. It also restricts market share and growth opportunities, especially in China where Coach has the greatest potential in the emerging middle class.

-Manufacturing inexperience in luggage

-Coach currently does not have any working relationships with manufacturing facilities that specialize in luggage. Quality is a paramount feature of Coach products and will need to ensured before any orders are placed.

Collaboration with Samsonite ensures this.

-Brand image

-Coach has suffered greatly in recent years due to overexposure. Visual communications will be key in combating this issue and will largely be directed by Stuart Vever’s new vision. The signature “C” pattern is no longer a design focus.

Minimal branding with recognizably Coach features, but not nesessorily logos, will be used instead. Raising price points is annother current strategy being used to communicate luxury to the consumer.

THREAT: -Currency exchange fluxuations

-The company manufactures from independent non-licensed vendors in countries such as China, Italy, India, Hong Kong, Thailand, Macau, Vietnam, Philippines, Turkey, Malaysia, Colombia, Mexico, Peru, Taiwan and South Africa and sells products globally. As the company’s principal currency is US dollar, any drastic fluctuations in currency exchange rates may impact the company’s financial position. This is a growing risk for Coach in the attempt to diversify markets.

-Growing competitive landscape

-The accessible luxury market is extremely attractive right now. Brands like Kate Spade, Tory Burch, Ralph Lauren, Rebecca Minkof, and BCBG have all seen tremedous growth. Oversaturation of the market will result in dilluted sales for everyone.

-Dependence on independent manufaturers

-Coach does not have its own manufacturing operations and no direct control over the process or raw material being used. This risks product quality.

Also, dependence on a third party risks delayed shipments, changes in foreign trade regulations, and political unrest in the manufacturer’s country. Any disruption in manufacturing or distribution could interupt the inventory of Coach, a vital compnent to retail planning.

TARGET MARKET:

HENRYs: High Earners Not Rich Yet

USA $100,000-250,000 21 Million Households Affluent Suburbs

CHINA $15,000-$100,000 300 million People 1st and 2nd Tier Cities

GLOBAL 2 Billion People $6.9 Trillion in Spending BRIC Nations

The Coach Travel Collection aims to appeal to a wide audience. The collection is appealing to both men and women of a wide age range. The luxury inspired design is specifically meant to attract HENRYs, an acronym for high-earners, not rich yet. HENRYs are the main consumer of accessible luxury goods. They are already regular customers at accessible luxury retailers such as Coach, Tiffany, and Restoration Hardware, as well as premium mass market brands like Banana Republic and Williams-Sonoma, making them a natural choice of target consumer for the collection. They make and income between $100,000 and $250,000. HENRYs have a high income yet little accumulated wealth as they just recently hit their peak career goals. This makes them more reserved spenders and highly susceptible to economic confidence. But because HENRYs have a high taste level, they are willing to make sacrifices in one area to achieve a wealthy lifestyle in another area deemed more important. There are approximately 21 million households fitting this description in the United States. HENRYs and their families are usually found in the affluent suburbs surrounding cities like Washington, D.C., New York, and Los Angeles, or in the suburban counties of Dallas-Fort Worth, Houston, Raleigh, and Philadelphia. HENRYs spend about half as much as ultra-affluents do on luxury and premium purchases. Yet their significantly greater population means that the total value of the HENRY market is about four times that of the ultra-affluent market, making them a highly desirable segment. In general HENRYs have expectations of high quality combined with reasonable and fair prices with service that complements, not insults, the customer. They are willing to spend as long as the price is justified. The product offering of the Coach travel collection is a perfectly rational purchase to a HENRY because of the durability, quality of leathers, innovation and functionality. On a global scale, HENRYs are emerging in China for the first time. The growing middle class Chinese customer is expected to double by 2017 from the already established 300 million. In China, professional income ranges from $15,000- $100,00 USD in first and second tier cities like Shanghai and Suzhou. A growing middle class is also emerging a number of developing nations and includes almost two billion people, spending an estimated $6.9 trillion annually on consumer goods. Targeting HENRY’s in these areas will provide a growing and diversified market. The Coach Travel Collection aims to sell to HENRYs on a global scale because of the predicted growing population of upper middle class, or HENRY, markets around the world.

Both Coach and Samsonite should aim to expand presence in China as this will become the largest middle class consumption market by 2050.

SHARES OF GLOBAL MIDDLE CLASS CONSUMPTION PREDICTIONS BY NATION 100%

OTHERS EU USA JAPAN OTHER ASIA INDIA CHINA *W DEVELOPMENT CENTER

0%

2000

2050

NAME: Will INCOME: $130,000 LOCATION: Los Angeles OCCUPATION: Senior Software Engineer AGE: 29

NAME: Lindsay INCOME: $ 200,000 LOCATION: Dallas Fort Worth OCCUPATION: Attorney AGE: 40

SOURCING:

Coach maintains control of the supply chain by qualifying all raw material suppliers and maintaining sourcing and product development offices in Hong Kong, China, South Korea and India that work closely with the independent manufacturers.

This strategy optimizes cost, lead times and construction capabilities. Coach has longstanding relationships with many purveyors of fine leathers and hardware. It will be vital that Coach introduce Samsonite to these partners for production of this collection. Coach will maintain control of the raw materials that are used in all products to ensure compliance of quality control standards and all materials compliance with Coach’s integrity standards.

PRODUCTION:

Because of Coach’s inexperience and lack of relationships in the complex process of luggage creation, the manufacturing process will be put in the capable hands of Samsonite. Raw leather materials provided by Coach as well as any other support needed. Samsonite works with third party manufactures to produce their goods. The most commonly used factory is the “United Travelware Co., Ltd.” located in Hangzhou, China. Coach can assure quality and assure trust in this factory because Samsonite has received 570 shipments from this factory within the past year, and had relations for about 7 years with no major issues. Both Coach and Samsonite share Jacksonville, Florida as the location of their distribution centers.

This will greatly convince the receiving and distribution process of the goods to North America.

H C A CO T R AV E L

NIT X SAMSO

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ALYSSA BUETTNER SAVANNAH COLLEGE OF ART AND DESIGN