Eume Co-Founder Naina Parekh on the brand’s evolution from a differentiated backpack maker to a premium travel brand, its omnichannel strategy and plans to expand to 38–45 stores over the next 24 months
What began as an attempt to stand out in a crowded and largely unorganised backpack market has evolved into Eume’s ambition to build a premium travel brand with a distinct design language. The company initially made its mark with its USB massager backpack before entering the luggage category in 2023–24, as changing travel and lifestyle patterns created new opportunities. Today, Eume has 10 stores and is looking to significantly expand its physical footprint, particularly across India’s tier-II and tier-III cities.
In an interaction with BW Retail World, Naina Parekh, Co-Founder, Eume, discusses the brand’s journey, its focus on design, functionality and consumer experience, the role of offline retail in building trust, and why the company sees itself as a ‘bridge to luxury’.
Q. Eume started with a very specific product innovation — the massager backpack — but has since evolved into a broader premium travel brand. How has the proposition changed over the years?
Eume always wanted to become a complete travel luggage brand. From day one, we had a vision of building a bridge-to-luxury travel brand. We took baby steps and started with the backpack because the market was very unorganised at that point. We wanted to create something that gave us a concrete positioning, which is why we introduced the USB massager backpack. It helped us stand apart in an already crowded market.
Post-pandemic, the entire travel and lifestyle ecosystem changed, and that was the right time for us to enter luggage. We launched the luggage category in 2023 and early 2024. Since then, we have grown to 10 stores, alongside a strong online presence and aesthetically appealing but functional products.
Q. The Indian luggage market has become increasingly competitive, with consumers looking beyond functionality towards design, technology and lifestyle appeal. How is Eume positioning itself differently?
There are a lot of brands competing in the market, and many focus on creating fine-looking products and bringing in different colours. But we believe consumers are now looking beyond appearance and basic functionality — they are looking at the overall experience.
At Eume, we focus on products that look great and have a premium, glossy appearance, but also deliver the functionality expected from luggage. A bag or piece of luggage ultimately has to be used, so its functionality has to be strong.
The small details and the attention we pay to product development are what we believe will make consumers come back to the brand. Creating a good consumer experience is a key focus for Eume.
Q. How do you decide what makes it into Eume’s product portfolio? How much of the strategy is driven by consumer feedback versus emerging global travel trends?
Today’s consumer is a very travel-heavy individual, whether for business, leisure, study or education. People are exposed to both international and domestic travel, so we draw inspiration from global trends and from understanding what consumers are looking to buy.
We look at what makes consumers willing to pay a little more for a product. That helps us develop the language we want Eume to have.
For instance, look at the monograms and patterns used by international brands. They have a distinctive communication on their products — through monograms, symbols, logos and design language. We wanted to create a similar consistency.
If you look at Eume products, you will see the same design language running across the portfolio, including our monograms and the use of vegan leather strips across backpacks and luggage. That consistency, combined with an understanding of global and consumer trends, is how we differentiate ourselves.
Q. Eume is strengthening its omnichannel presence. What role will physical stores play in the next phase of growth, and how are you balancing direct-to-consumer marketplaces and offline retail?
Offline expansion is a great way for us to build consumer trust, particularly because our products are positioned at a premium price point. When consumers see the products in person and see that we have a presence in highly recognised malls, it builds confidence.
For example, when someone is buying a Rs 20,000 cabin bag, a Rs 10,000 backpack or a Rs 30,000 luggage set, being able to see and feel the product can make a difference. Offline retail is therefore an important trust-building mechanism for us.
At the same time, the direct-to-consumer channel is a very mature platform today. Consumers shopping online are also mature and informed. They research what they are buying, understand the brand story and look at what the founders are communicating.
That is why an omnichannel strategy is a strong way for Eume to build its footprint.
Q. Looking ahead three to five years, what will be the key growth levers — geographic expansion, new categories, international markets or deeper penetration in India?
Over the next three to five years, Eume wants to be known as a very classy legacy brand. Manufacturing is not on our cards for the next three to five years. Our focus right now is firmly on product quality, branding and marketing.
In terms of geographic expansion, we plan to have around 38–45 stores over the next 24 months. We also want to significantly penetrate tier-II and tier-III cities.
There are many highly aspirational consumers in these markets. When premium products and brands become accessible in their vicinity, these consumers are willing to spend that extra amount to upgrade their lifestyle.
So, geographic expansion and deeper penetration across India will be our next major steps.
Q. Will this expansion also involve a significantly wider product portfolio?
We do not plan to have a very large number of products or an excessive number of colours. Our philosophy is to have a couple of products within a particular bracket rather than offering an overwhelming portfolio.
That is the ideology of Eume for now.
Q. Eume’s products have a distinctly minimalistic yet stylish aesthetic. What is the thinking behind this design philosophy?
After a lot of understanding and analysis, we have realised that consumers in the price segment where we have positioned Eume do not want to shout loudly through their products.
They want a sophisticated lifestyle and a very minimal language of communication when it comes to what they own. That is why we have chosen a distinct monogram and visual identity, but expressed it in a very minimalistic manner.
The idea is to provide a visual treat without being loud.
Q. You describe Eume as a ‘bridge to luxury’. What does that positioning mean for the brand?
I call Eume a ‘bridge to luxury’ because that is how we see today’s India. India is increasingly global, and consumers are aspiring towards global and luxury brands.
We want Eume to occupy that space between the accessible and luxury ends of the market — offering consumers premium design, quality and experience while maintaining a distinct identity.
That is ultimately the space we want Eume to own.
