MAM
Covid takes its toll on 65-year-old iconic luggage brand
Mumbai: The pandemic has taken its deathly hold not just on people’s lives but also their livelihoods. Business organisations across different sectors are struggling to wade through the detrimental impact of Covid-19, and many others are facing closure. One such casualty has been the Chennai-based luggage retailer, Witco.
After running for nearly 65 years, the iconic luggage retail chain has announced its decision to shut shop after it could not recover from the severe downturn caused by the ongoing pandemic. “We regret to inform you that we have closed down our business. The decision to close down this business was not an easy one, but unfortunately due to COVID-19 and the restrictions on international travel it was not sustainable for us,” the company wrote on its website.
The company’s mainstay was international travel which contributed a significant portion to revenue. “While domestic travel resumed to some level towards the end of last year, International travel did not pick up and this impacted our sales,” the company’s MD VP Harris told Moneycontrol.
The initial three months of the last financial year were a complete washout because of the lockdown, and the company could recover only 25-30 per cent of business after the economy reopened. “Given our rentals, employee salaries, and other expenses, we would have not been able to survive even if we had done 50 percent of our pre-Covid business,” he added.
According to Harris, Witco’s downward spiral began with demonetisation, announced by the government in November 2016, which worsened further, after GST impacted its sales. The pandemic and lockdown proved to be the final nail in the coffin for the retail chain. The brand also tried to take the e-commerce route to survive and registered on Amazon and Flipkart but that too did not yield returns, shared Harris.
Travel & tourism has been one of the worst affected sectors due to the pandemic. The market share for travel-related accessories and equipment has also taken a huge hit. While most sectors are still hopeful of recovery by the end of this financial year, the travel sector remains apprehensive and could take a long time to revive, according to industry experts. Consequently, the outlook for related segments such as luggage, too, remains grim.
The brand with a strong presence in Chennai also had stores in Trichy, Kozhikode, Bengaluru and Kochi. Witco offered not only travel bags, but also laptop bags, backpacks, school bags, as well as handbags, from renowned brands like Samsonite, Delsey, American Tourister, Nike, Puma, VIP, Skybags, Baggit, Hidesign, Wildcraft and more.
The sudden closure of the brand has left its decades-old customers dismayed. Several of them reminisced on social media, and shared childhood memories of shopping at the stores before starting the academic year of school and college or for their first trip abroad.
“This is super sad. Witco was that one stop that you always window shopped and ogled in Forum Mall. It was also the place where we bought the first two large samsonite boxes that every graduate student buys before he goes to the US (and that was 18 years ago!),” shared one of the customers.
Another tweeted, “This is terrible news. the 65-year-old brand shuts down. I fondly remember trips to Anna Nagar Witco ahead of school reopening to purchase school bags. One such backpack bought in 2002 is still in use.”
MAM
Brands push beyond compliance as trust takes centre stage
ASCI AdTrust Summit 2026 spotlights shift from legal checks to credibility.
MUMBAI: In a world where a disclaimer can be legally sound yet socially suspect, brands are learning that compliance may tick boxes but trust wins markets. At the inaugural ASCI AdTrust Summit 2026, a panel on “Beyond Compliance: The New Currency of Trust” unpacked a growing industry reality: the gap between what the law permits and what consumers accept is widening and fast.
Moderated by Meenakshi Ramkumar of National Law School of India University, the discussion brought together leaders across law, marketing and academia to examine how brands must evolve in a digital ecosystem increasingly shaped by scrutiny, scepticism and speed.
Ramkumar set the tone by highlighting a critical shift, advertising today operates in the same digital space that fuels misinformation, scams and fake news, making credibility harder to establish. “The challenge is not just about what brands do, but the broader context of low institutional trust,” she noted, adding that when violations go unchecked, trust erodes not just in brands but in the regulatory system itself.
This vacuum, she said, has given rise to consumer activism from boycotts to social media backlash as a parallel accountability mechanism.
For Amit Bhasin, Chief Legal Officer at Marico, the distinction was clear, legal compliance is non negotiable, but insufficient. “Compliance is the minimum threshold. The real challenge is staying aligned with changing consumer expectations,” he said.
He pointed to how advertising narratives have evolved from traditional depictions of gender roles to more shared responsibilities reflecting a broader societal shift. “Earlier, it was fine to show one person doing the household work. Today, that may not land well. Consumers expect brands to reflect reality,” Bhasin observed.
He also highlighted internal debates where campaigns that may be legally permissible are still rejected for being culturally insensitive, noting that responsible advertising often requires asking uncomfortable questions before the public does.
If compliance is the baseline, reputation is the battlefield.
Bhasin noted that reputational risk has become a far greater concern than legal exposure, particularly in an era where campaigns can be dissected within hours online. “Earlier, a controversial ad might invite a newspaper editorial. Today, within hours, you’re at the centre of a storm,” he said.
Brands, he added, now evaluate campaigns through a dual lens legal viability and reputational vulnerability with the latter often proving more decisive.
From a healthcare perspective, Satish Sahoo of Cipla Health underscored the complexity of operating within fragmented yet stringent regulatory frameworks, spanning drugs, food, cosmetics and Ayush. “Anything under a drug licence is the most tightly regulated,” he said, adding that this necessitates proactive, not reactive, compliance.
He shared an example from the oral rehydration salts (ORS) category, where Cipla resisted the temptation to position products aggressively despite competitive pressure. “Our product is WHO compliant, and our communication reflects that. We chose not to blur the lines, even if others did,” he noted.
The long term payoff, he suggested, lies in credibility built over consistency, not quick wins.
Yet, as Harsha N of National Law School of India University pointed out, even perfect compliance does not guarantee trust. Drawing from historical and modern examples from exaggerated product claims in the 1800s to contemporary environmental and health advertising, he argued that legal frameworks often lag behind consumer expectations. “A brand can be fully compliant and still be perceived as misleading,” he said, citing instances where fine print disclosures fail to reach or convince the average consumer. He added that larger companies carry a disproportionate responsibility to set ethical benchmarks, even in areas where the law remains silent.
The conversation also turned to digital advertising, where the challenge extends beyond content to how ads are experienced. From algorithmic targeting to personalised messaging, brands now operate in an environment where regulation struggles to keep pace with technology.
Sahoo noted that social media has amplified awareness, with influencers and consumers increasingly scrutinising product claims and calling out inconsistencies. “Awareness has gone up dramatically. People are questioning what goes into products and what brands are saying,” he said.
The role of self regulatory bodies such as Advertising Standards Council of India also came under the spotlight.
Harsha acknowledged that while SROs play a crucial role, they are not immune to criticism, particularly around perceived conflicts of interest and enforcement gaps. “SROs have a higher threshold of responsibility not just to interpret the law, but to anticipate societal expectations,” he said.
He added that failures in self regulation often push the burden back onto government intervention, underscoring the need for stronger, more proactive oversight.
One of the more nuanced debates centred on whether building trust comes at a cost. While Sahoo acknowledged that quality and compliance can increase costs, he argued that companies must absorb them as part of their long term strategy.
Bhasin, however, framed the challenge differently not as cost, but as competitiveness in a market where not all players play by the same rules. “The real tension is when others cut corners and you choose not to,” he said.
The panel concluded with a call to embed trust into business metrics.
Sahoo suggested that organisations must go beyond revenue targets to include consumer equity and trust based KPIs, ensuring that ethical considerations are not sidelined in the pursuit of growth. “Trust sounds abstract, but it can translate into measurable consumer equity,” he said.
As the discussion wrapped up, one message stood out: the rules of advertising are being rewritten not just by regulators, but by consumers themselves. In an ecosystem where attention is fleeting and scepticism is high, brands that merely comply may survive, but those that build trust are the ones that endure.
