Imagine you’re pulling your suitcase through Mumbai’s T2. And you notice that every second person was either having a bright Safari bag or a classic VIP case. The ones you couldn’t recognise were mostly knockoffs of either brand.
The underdog Safari has been quietly stealing VIP’s throne, one calculated move at a time. In an industry where “VIP ka suitcase” was practically synonymous with travel, Safari managed to completely flip the script.
For every branding agency trying to crack the code of the challenger brand, this luggage saga offers pure strategic gold. It’s proof that smart positioning can turn market dynamics upside down, even when you’re wheeling against a legacy giant that seemed untouchable.
Table of Contents
- The Great Luggage Divide: How It All Started
- VIP’s Empire: When Legacy Becomes a Trap
- Safari’s Strategic Revolution: The New Kid’s Playbook
- The Digital Playground
- Brand Positioning
- The Numbers Game: Market Share Musical Chairs
- Lessons for Modern Luggage Brands
- Final Thoughts
- Frequently Asked Questions
How Did It All Start?
Back in the day, buying luggage was like choosing your family car. You picked VIP, used it for decades, and that was that. The brand was so embedded in Indian consciousness that “suitcase” and “VIP” were practically interchangeable terms.
But the travel game changed fundamentally. Millennials wanted Instagram-worthy luggage that matched their wanderlust aesthetics. Business travellers craved lightweight, tech-friendly cases. And everyone wanted value without compromising on style or aspirational appeal.
Enter Safari, stage left, with a briefcase full of ambitions and a strategy that would make even the most experienced marketers take notes.
Safari’s Market Entry Strategy:
- Positioning Shift: Safari didn’t just want to sell suitcases; they wanted to redefine what travel gear could represent
- Emotional Hook: While VIP stuck to “reliability,” Safari went for “aspiration meets accessibility”
- Cultural Intelligence: They understood that modern Indians don’t just travel; they curate experiences, and experiences need the right props
The market was primed for disruption, and Safari had the perfect recipe: innovation, aggressive marketing and impeccable timing. What followed was a masterclass in how challenger brands can rewrite established market rules.
VIP’s Empire: When Legacy Becomes a Trap
VIP had everything going for it. Legacy? Check. Brand recall? Double check. A distribution network that reached every corner of India? Triple check.
Your parents probably owned a VIP suitcase that survived more adventures than most travel influencers. The brand had built its empire on one simple, powerful promise: durability that outlasts your travel dreams.
But here’s where VIP’s story gets strategically interesting. They were playing the legacy card so perfectly that they forgot the game had changed rules entirely.
Traditional Approach:
VIP’s communication focused heavily on functional benefits. “Very Important Product” wasn’t just a tagline; it was their entire brand personality and value proposition.
Distribution Strength:
With extensive offline retail presence, VIP’s luggage was sold everywhere. This created an almost monopolistic advantage in traditional retail channels.
Cost Optimisation:
A majority of their soft luggage sourced from Bangladesh helped maintain competitive pricing while improving EBITDA margins, a classic operational excellence play.
Celebrity Endorsements:
Established Bollywood stars reinforced the “trusted family brand” image. It worked brilliantly… until it didn’t. Because while VIP was perfecting their existing playbook, Safari was writing an entirely new one.
It worked brilliantly for decades… until it didn’t. Because while VIP was perfecting their existing playbook, Safari was writing an entirely new rulebook for the industry.
VIP’s core strength became its strategic weakness. Being the “sensible choice” meant they couldn’t easily pivot to “aspirational choice” without confusing their established customer base. They faced the classic marketing dilemma: evolution vs revolution.
Safari’s Strategic Revolution: The New Kid’s Playbook
When Sudhir Jatia acquired Safari Industries in 2011 and became Managing Director in April 2012, he didn’t just buy a luggage company. He acquired a blank canvas to paint India’s evolving travel future.
The Three-Pronged Attack
Product Innovation as Marketing Strategy: Safari didn’t just introduce polycarbonate luggage; they positioned it as “the future of travel.” Suddenly, dragging a polycarbonate case wasn’t just practical, it was progressive and forward-thinking.
Key innovations included:
- Lightweight yet premium designs that solved real traveller pain points
- Tech-friendly features for the smartphone generation
- Trendy colours that made luggage Instagram-worthy and shareable
- Smart compartmentalisation for the organised, modern traveller
Channel Revolution: While VIP dominated traditional retail, Safari systematically conquered everywhere else:
- Exclusive brand stores for premium positioning and controlled brand experience
- Hypermarket presence for impulse purchases and broader accessibility
- Aggressive online marketplace strategy targeting digital-first consumers
- Airport retail for last-minute buyers and business travellers
Marketing with Purpose: Safari’s annual sales growth exceeded 25% every year post-2012. This wasn’t accidental; it was strategic marketing disguised as business expansion.
The Aggressive Expansion Game
Safari understood something crucial about modern marketing: standing still is moving backwards. They expanded focus across multiple dimensions simultaneously:
- New product technology (polycarbonate innovation)
- New product categories (backpacks, laptop bags for lifestyle expansion)
- New sales channels (exclusive stores, hypermarkets, digital platforms)
- Aggressive pricing strategy combined with strategic promotional campaigns
This wasn’t just product diversification; it was a textbook market domination strategy executed with precision timing.
The Digital Playground
Here’s where the real strategic drama unfolded. While VIP was thinking newspaper ads and TV spots, Safari embraced digital marketing like a native digital brand, discovering new territories.
Safari’s Digital-First Strategy
E-commerce Mastery: Safari recognised that luggage purchase behaviour was shifting online fundamentally. They didn’t just adapt to this trend; they anticipated and led it.
Strategic digital initiatives included:
- Website optimised for user experience and conversion funnels
- Engaging product videos demonstrating features and real-world durability
- Heavy investment in Amazon and Flipkart presence, with optimised listings
- Targeted digital advertising based on travel intent and behavioural data
Social Media Storytelling Revolution: Instead of selling suitcases, Safari started selling travel dreams and lifestyle aspirations:
- Instagram campaigns featuring real travellers and aspirational travel content
- YouTube videos showcasing product innovation and durability testing
- Facebook ads targeting specific travel occasions and life milestone moments
- Strategic influencer partnerships with travel bloggers and lifestyle creators
VIP’s Digital Catch-Up
VIP eventually joined the digital race, but they were playing catch-up rather than setting the pace or rules. Their digital marketing felt reactive instead of revolutionary or anticipatory.
The fundamental difference? Safari treated digital as its primary battleground and competitive advantage, while VIP treated it as just another channel to manage alongside traditional media.
Brand Positioning
This is where marketing strategy gets genuinely fascinating. Both brands chose distinctly different positioning territories, and the market responded with clear preferences.
Safari’s Premium Aspiration
Safari positioned itself as the “smart choice for smart travellers”, premium enough to feel special and differentiated, accessible enough to remain affordable for the growing middle class.
Core messaging focused on:
- “Travel smart, travel Safari” (combining intelligence with action)
- Quality that rivals international brands without the premium pricing
- Innovation-led product storytelling that educated consumers
- Lifestyle aspiration over pure utility communication
The Numbers Game: Market Share Musical Chairs
VIP maintained their core positioning around trust, family values and proven reliability, messaging that resonated with traditional consumers but felt increasingly outdated to younger demographics.
The positioning war revealed a crucial insight: Safari captured the aspirational middle class while VIP held onto the traditional value-conscious segment. The market growth was happening in Safari’s chosen territory.
The Numbers Game
Let’s examine the data, because numbers reveal strategic truth more clearly than marketing rhetoric.
Current Market Dynamics:
| Metric | VIP Industries | Safari Industries |
|---|---|---|
| Market Cap | ₹10,070 crore | ₹8,637 crore |
| Annual Revenue Growth | ~8–10% (steady, slower trajectory) | 25%+ YoY (post-2012 strong growth) |
| Market Share (India) | Larger, legacy player | Rising rapidly, eating into VIP’s share |
| Business Focus | Established brand, diverse luggage portfolio | Aggressive expansion, aspirational branding |
| Profitability | Consistent but modest margins | Scaling fast, margins still stabilising |
| Brand Positioning | Traditional, trusted, mass-market | Youth-oriented, trend-driven, challenger |
| Distribution Strength | Wide offline + strong retail presence | Expanding aggressively, strong online traction |
| Growth Outlook | Stable but slower | High-growth, disruptive challenger |
What Fundamentally Changed:
- Premium Segment Expansion: The growing aspirational middle class favoured Safari’s positioning over traditional utility messaging.
- Channel Revolution: Online sales channels gave Safari a significant competitive edge, especially with younger demographics who research and purchase digitally.
- Innovation Premium: Product innovation attracted aspirational buyers willing to pay slightly more for perceived advancement and style.
- Digital Marketing Effectiveness: Safari’s digital-first approach reached and converted younger demographics more effectively than traditional advertising methods.
- Market Share Evolution: VIP’s historical dominance (75-80% market share) has dropped to approximately 50% post-crisis, while Safari has systematically captured significant market share through strategic positioning and aggressive expansion tactics.
Lessons for Modern Luggage Brands
The Safari vs VIP battle offers several crucial strategic lessons for any branding agency or challenger brand:
- Legacy Can Become Liability: VIP’s strength (established market presence) became a constraint when market preferences shifted. Challenger brands can exploit this by positioning themselves as the future while incumbents represent the past.
- Channel Strategy Equals Competitive Strategy: Safari’s multi-channel approach, especially digital dominance, created competitive advantages that traditional retail presence couldn’t match.
- Product Innovation Must Equal Communication Innovation: Safari didn’t just create better products; they communicated about travel and lifestyle in ways that resonated with evolving consumer aspirations.
- Timing Beats Perfection: Safari entered when travel was becoming aspirational rather than purely functional. They rode the cultural wave rather than trying to create it.
Final Thoughts
The Safari vs VIP saga isn’t just about suitcases rolling through airport corridors. It’s about how smart marketing strategy can help challenger brands rewrite entire market equations. Safari proved that with the right mix of product innovation, strategic positioning, and digital-first marketing, even legacy leaders can be challenged. They didn’t just compete; they redefined the competition itself.
The lesson? In marketing, like in travel, standing still means getting left behind.
Ready to create your own market disruption story? Let our digital marketing agency help you identify opportunities and craft strategies that turn market challenges into competitive advantages. Because sometimes, the best way to beat the competition is to change the game entirely.
FAQs
Vasim Samadji is a partner at Flora Fountain, where he leads the Business and Marketing Strategy divisions. In a world where everyone is used to sugarcoating, his directness is often considered rude. But that shouldn't be a problem if you like the no-nonsense approach. Because he is a seasoned professional...