...INDUSTRY OVERVIEW 1.1. WRIST WATCH INDUSTRY Wrist Watches form an integral part of the personality of individuals in the present era. Earlier seen as a luxury item, they are now witnessing a fundamental change in perception, and are now gaining respect as an essential utility item. For the watch industry, time seems in its favour what with the liberalization of the Indian market coupled with the rising purchasing power of the young and consumerist Indians. Indian watches market was for long dominated by public sector organisations like Hindustan Machine Tools Ltd. (HMT) and Allwyn (also famous for its refrigerators once upon a time!), and has now left the pioneers far behind or nowhere in market by private sector enterprises like Titan, Sonata, Ajanta and Timex along with foreign entities jostling for display space in the smallest of shops selling these products. Before the establishment of HMT as the dominant player in the Indian markets initially, the country was solely dependent on imports to meet the internal demand. However, establishment of HMT as the leading player in the wrist watch segment in the 1960’s, changed the scenario. In post liberalization India, the market stood to witness intensive competition between foreign and Indian manufacturers like Timex, Titan, Movado, Longines, Rado, Rolex, Fréderique Constant, Mont Blanc, Swatch, and many others. Many watch makers have made significant inroads in the industry and others are in the process of establishing themselves...
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...Product: First of all Hublot Company started the new promotional campaign where they are selling new product called ‘Dallas Cowboys’ watch collection. They have produced three different watches: Hublot Dallas Cowboys Classic Fusion watch in titanium (they are classier), Hublot Dallas Cowboys Classic Fusion in titanium and ceramic (for the ladies), Hublot Dallas Cowboys King Power in ceramic (these are sportier). They have produced only 150 pieces for their new promotion. Their quality I known to be one of the best in the world on the same level with Rolex and Breitling. In this collection they have a variety of watch which are made of Titan, Semi-ceramic, and Ceramic, but they are mostly have the same colour which is the colours of Dallas Cowboys Team. Their style is unique because their watch is very elegant and sophisticated. Price: Hublot watch is a luxury handmade timepieces, here is example of the prices: Packaging: Hublot Company pack their products very safe as the watch is very valuable and therefore they package it in a high protection suitcase which will not damage the watch even if they fell on the ground. The also give their customer warranty. For the promotion they are going to pack their watch into the special package relevant to the theme. People: People are very important in producing Hublot watches as every part of watch is handmade, therefore employees should be very skilled and well trained. They should be able to produce a high amount of work...
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...design blends together perfectly with the colourful NATO strap and elegant leather strap who will appeal to almost everyone with a sense for classic and timeless design. Minimalistic designs of the watches appeal to many of the teens worldwide. * Famous Products: -Classic St Mawes -Classic Sheffield -Classic Durham Competitor 2: Casio * Selling Price: (price range: $99 to $200+) * Logo: -simple, font is very bold * Unique Selling Proposition: Tough and water resistant ladies analog and digital watches. * Famous Products: -Baby G and G-Shock LOGOS OF OTHER FAMOUS WATCH BRANDS | logo | What I like | What I don’t like | 1. ROLEX | | Very simple and the crown shows that rolex is the king of the watch industry, thus it’s established to be a known watch brand and if you own one everyone...
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...CLIENT PROFILE The Swatch Group is an international group active in the manufacture and sale of finished watches, jewelry, watch movements and components. Swatch supplies nearly all components required by its nineteen watch brands, and Swatch companies supply movements and components to third-party watchmakers in Switzerland and around the world. Swatch Group is also a key player in the manufacture and sale of electronic systems used in watchmaking and other industries. Swatch employs more than 24 000 people in over 50 countries. THE CHALLENGE Swatch engaged the services of Real Facilities to evaluate its Greater Toronto Area real estate holdings, distribution network and repair facility in an attempt to manage its growing real estate costs. With two years remaining prior to expiry, the key challenge was to secure a long-term position in the market while simultaneously providing an exit strategy to accommodate changing business needs. REAL FACILITIES' RESPONSE Real Facilities took a very strategic approach to this requirement. A thorough analysis of Swatch's existing lease was completed together with indepth explorations of its operations and ongoing business strategy. Multiple scenarios were developed, including a potential relocation of operations to a new facility. Only at the appropriate time did Real Facilities engage in discussions with Swatch's existing landlord where the opportunity was presented to continue a long-term real estate relationship with...
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...deliveries of questionable quality, abandoned the unsatisfactory assembly workshop system in favour of in-house manufacturing and total production control. Relocation Due to the greater supply of manpower, communications and energy in Biel/Bienne, the enterprise moved into a small factory in January 1880, then bought the entire building in December. Two years later the company moved into a converted spinning-factory in the Gurzelen area of Biel/Bienne, where its headquarters are still situated today. Their first series-produced calibres, Labrador and Gurzelen, as well as the famous Omega calibre of 1894, would ensure the brand's marketing success. Merger Louis-Paul and César Brandt both died in 1903, leaving one of Switzerland's largest watch companies — with 240,000 watches produced annually and employing 800 people — in the hands of four young people, the oldest of whom, Paul-Emile Brandt, was not yet 24. Brandt was the great architect and builder of Omega.[5] His influence would be felt over the next half-century. The economic difficulties brought on by the First World War would lead him to work actively from 1925 toward the union of Omega and Tissot, then to their merger in 1930 into the group SSIH, Geneva. Under Brandt's leadership and Joseph Reiser's from 1955, the SSIH Group continued to grow and multiply, absorbing or creating some fifty companies, including Lanco and Lemania, manufacturer of the most famous Omega chronograph movements. By the 1970s, SSIH had become...
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...people were smiling and saying that Rolex is in a different league, up there. But this positioned Omega, inside and outside, totally. — Nick Hayek, CEO, Swatch Group On the afternoon of March 15, 2011, the only day closed for visitors during Baselworld, the major global watch and jewelry trade show held in Basel, Switzerland, Nick Hayek, the CEO of the leading Swiss watch manufacturer Swatch Group, completed a series of informal meetings with his watchmaking counterparts. After all that had been said behind the glamorously showcased watch collections, Hayek lit a cigar to reflect on the discussions’ impact on his watchmaking empire. The late Nicolas G. Hayek (hereafter Hayek Sr.), the charismatic founder of the Swatch Group (and Nick Hayek’s father) who passed away nine months ago, would have applauded the group’s exceptional 2010 results which encouraged the company to set a sales goal of 10 billion Swiss Francs (CHF) within the next four to five years (see Exhibit 1 for the group’s key financials).1 Given how well the Swatch Group had weathered the recent difficult years for the industry, Hayek was not surprised by the 2010 numbers. He attributed this success partly to the group’s vast range of 19 watch brands serving all consumer segments, and to its solid Swiss industrial base which allowed the group to feed the latest technology into its timepieces. The company’s results had...
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...[pic] Business Plan May 2007 Disclaimer This document details Cliclock’s business plan for initiating a new portal for analogue wristwatches widgets that are built for desktop PCs, mobile devices and virtual wristwatches. Cliclock will create a market place for users to consume, create and enjoy high quality analogue wristwatch designs, both user generated and branded by commercial companies. The document outlines the need and the opportunity in the market, Cliclock’s unique solution, and benefits for users and watch manufacturers. The document also details financial forecasts of the proposed operation for the next 5 years based on assumptions, market data, and company’s opinions. The Business Plan is built to reflect in a reasonable and rational way, a plan that is accurate for a certain time, based on known information, assumptions and forecasts of the company. As all business plans, its results are based on information that was available at the time of preparation, by its accuracy, and its reliability and based on the assumptions made. Changes in the economical factors as well as additional information or various economic or business events, can change the assumptions and as a result also the conclusions. The business plan itself is not a guarantee for its execution. Therefore it is possible that...
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...My weekends are not so busy, so I can really relax. On satuday, I usually cook my breakfast by myself. In the morning, I often clean my room. Then I watch TV, read, and listen to music in the afternoons. After that, I usually play sport with my friends till the dinner. . I like playing sports, but I don’t have much time for it in working-days, so I often play sports more on weekends. After dinner, I do my homework while I listen to music. Last Saturday was busy. I got up later than usual on Sunday morning. After breakfast I went over to my friend's house and spent times doing homework there. We work till lunch-time. then I went home, had lunch with my parents and took an afternoon nap. Taking an afternoon nap is a pleasure that I can indulge in only on weekends. On weekdays I do not have time for it. The rest of the afternoon I helped my father in the garden. there're a lot of flowers and plants in our garden. We continued until darkness fell. After that I take a bath and help my mother repare the dinner. In the diner, my parents usually say some interesting stories so I really enjoy it. After dinner I watched television until it was time for bed. I often go to bed at 10 p.m to get up early on Monday. I like my weekends. My weekends is often fully filled with relaxing actions. I like playing sports, but I don’t have much time for it in working-days, so I often play sports more on weekends. My favourite sports is badminton. I often get up at 7am on Satuday and go...
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...According to the research 71 percent of people have seen the adds and 100 percent of the merchants have seen the adds with Krysten Neiman. Most of the people that took the survey think that the ads are affective. Some agree that it makes them proud to be wearing an Aquine watch. The other suggestion was that the quality of the watches was falling and that that had been affecting the sales of the watches. According to our data 60 percent of Aquice owners have the certified watches. The majority of the people surveyed though that the certification was proof of quality and they also agreed that they were willing to pay more for the quality. People surveyed were willing to pay between $1,001 and $1,500 for the chronometer (SOCC) certified watches. So my conclusion is that we should invest money in purchasing a Poising machine to poise the balance wheel that determines the accuracy of the movement in various positions. We also need to invest in purchasing movement holders that help in better assembling the watch that in turn improves the movement of the watch in different positions. Lastly I also recommend that we invest in purchasing a timing machine that is used to diagnose movement performance of a watch while it is being assembled. Our customers know our product and they are willing to buy it. This indicates that we don’t need to improve our advertisements or choose another spokes person to endorse our product. Our customers are interested in buying our products but...
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...Submitted By Group 2: Arunava Maity, Firoj Kumar Meher, Parvez Izhar, Pooja Sharma 1940’s- The Swiss dominated the watch industry because of their centuries-long history of jewelry-making expertise. Prior to the 1950s, watchmaking was a craft that required the skills of a master jewelry maker combined with the expertise of a micromechanical engineer. 1945’s-By 1945, The Swiss accounted for 80% of the world’s total watch production and 99% of all U.S. imports. 1951-Emergence of Low Cost Competition. U.S. Time introduced a line of disposable watches bearing the Timex brand name. Timex was selling its watches through a variety of low-priced outlets such as drugstores and discount houses. By the end of the 1950s, one out of every three watches bought in the United States was a Timex, 1970 –By 1970’sTimex was selling more watches than any other manufacturer in the world. 1970’s- During the same time, several Japanese companies like Hattori-Seiko and Citizen—had taken over the Asian market and were trying to cover up Europe and North America. As a result, the Swiss share of the global market declined, from 80% in 1946 to just 42% in 1970. The Introduction of Quartz Technology * Made use of quartz and integrated circuits * Provided Accuracy, more sophisticated functionality, more features like day & time·, Digital display, Analog watches. * Cheaper in cost of manufacturing. * A wide Price range, starting from $8 to $20, today even below $5. * Introduction of analog...
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...1950’s. They say that even back then a lot of television was filled with destructive acts. From talking to my grandparents television was not as much of a necessity as we believe it to be today. Being the society that has to be entertained around the clock, we just do not think about what is going into our children’s heads. It seems to affect children more, because their behavior patterns are still developing, and are very vulnerable, and we don’t want them to develop into what they see on TV. Children who watch television a lot of the time become less aware to the pain and suffering of other people around them. If they are always in front of the tube, and just sit there, and soak in all of that bad stuff they are seeing, they become not as aware as they should be. When terrible acts of violence happen in the children’s life that do watch a lot of TV, they are not as aroused by the acts going on in front of them. It is not as disturbing as it would be for a child who does not watch a lot of violent television. A study was shown that a child who had watched a violent television show such as The Power Rangers, rather than a nonviolent show like My Little Pony, were slower getting involved when they saw a younger child getting beat up or playing...
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...live in today that it is mandatory to have surveillance all around. Prisoners are being watched under the surveillance and control of power. Power has its principle not so much in a person as in a certain concerted distribution of bodies, surfaces, lights, gazes; in an arrangement who internal mechanisms produce the relation in which individuals are caught up. My father is incarcerated and his whole life is controlled by the surveillance of power. When I visit him on Saturdays I have to watch how I place my hands in my pocket; any kind of hand gesture I make I have to be very careful because they are watching me. They watch the way I hug my dad, they watch the way we talk; the hour that I have to spend with my father I am under security watch. At any point of time during that visit if they “see” something wrong as they are “watching” us they can pull me from my visit. While I complain about being under surveillance for an hour, I have to remember he goes through it every day. Someone is there to watch him use the restrooms, internet eat and go to church. Not to mention he has only two phone calls a day each fifteen minutes, which is recorded and monitored. If the wrong word is slipped upon in a conversation he will see the dungeon sooner than later. Angela Peterson, a cousin of mine attended Felician...
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...Probability Distribution in Research Simulation Sheil Merrill RES/341 August 16, 2011 Richard Harrell Aquine is ready to take a greater share of the chronometer market. As you know the chronometer market is the highest priced watch market with chronometers being sold for more than five thousand dollars. It is Aquine’s goal to compete with the established chronometer manufacturers Zweiger, Scheobel, and Waechter. This was the primary reason why Chief Executive Officer Howard Gray hired experienced Swiss watch maker Jean Dubois to head the Mechanical Watches Division. We have an aggressive advertisement campaign with race car driver Kyrsten Nieman which recent surveys have shown is attracting customers. Aquine watches have consistently received high marks in four of the seven tests administered by the Swiss Official Chronometer Control. Aquine is ready to make several investments which will move it from the role of the “new comer” to the Chronometer market to an established competitor. The Swiss Official Chronometer Control (SOCC) is the only agency which can give a watch the coveted “Chronometer” label. The SOCC rejected sixty seven percent (67%) of Aquine watches submitted for “Chronometer” certification. This figure is up from fifty four percent (54%) last year and up from thirty two percent (32%) in the first year Aquine first submitted watches for “Chronometer” certification. The three tests which Aquine watches are consistently failing at SOCC are...
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...22, 2004 YOUNGME MOON The Birth of the Swatch Ten years ago, the people on the original Swatch team asked a crazy question: Why can’t we design a striking, low-cost, high-quality watch and build it in Switzerland? The bankers were skeptical. A few suppliers refused to sell us parts. They said we would ruin the industry with this crazy product. But the team overcame the resistance and got the job done. — Nicolas Hayek1 In 1993, Swatch was the best-selling watch in the history of the watch industry. In 1992 alone, it sold 27 million units, while cumulative sales surpassed 100 million units (see Exhibit 1). In addition, it was widely acknowledged that the entire Swiss watch industry had been on the brink of disaster when the Swatch had been introduced 10 years ago; the phenomenal success of the Swatch was considered by many to have been a key factor in its resurgence. At the management level, much of the credit for the turnaround had been directed toward Nicolas Hayek, CEO of the Societe Suisse de Microelectronique et d’Horlogerie (SMH), which controlled nine global Swiss brands including Swatch. Over the past 10 years, Hayek had led the way for the success of the Swatch by committing SMH to a business strategy that in many ways defied industry wisdom about how global watch companies should be run. This strategy was based on a strict commitment to vertical integration (the company assembled all of the watches it sold and built most of the components for the...
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...SWATCH Watch U.S.A.: Creative Marketing Strategy “Vision is the art of seeing things invisible” - JONATHAN SWIFT INTRODUCTION As speaker after speaker paid tribute to the extraordinary skills that had earned him the award of “Marketing Executive of the Year”, Max Imgruth, President of Swatch Watch U.S.A., grew more and more uneasy. Fully confident that the product that changed the watch industry forever, the Swatch watch, would enjoy continued success, Imgruth nonetheless left the need to change gears, The competition, which was at first slow to react, had begun to implement strategies that stood to erode Swatch’s position. Gazing from his privileged plane on the dais, Imgruth saw an audience that was content to rehash past successes for a night, which was nice, but no at all his style. Imgruth had recently guided his company through a fast paced and, some would say, controversial diversification program. Having already achieved spectacular success with the Swatch watch, Imgruth spearheaded a plan to establish Swatch as a total fashion enterprise. This move was accompanied by a good deal of skepticism from colleague and competitor alike. His next objective was to make sure that this year’s # 1 marketing executive did not become one of the decade’s more memorable disappointments.1 BACKGROUND-THE SWISS WATCH INDUSTRY 1985 was a good year for the Swiss watch industry. The number of finished watches shipped abroad rose 41 percent to 25.1 million and the value of watch exports...
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