...SWATCH : EL ARTE DE REINVENTAR EL TIEMPO Tomado del libro INNOVACION: El arte de inventar el futuro ¿Qué es un reloj? ¿Un artículo para medir el tiempo? ¿Una joya? ¿Un accesorio de moda? El replanteamiento de estas preguntas básicas acerca de lo que un reloj significa para el cliente logró que la industria relojera suiza resurgiera de sus cenizas en uno de los regresos empresariales más espectaculares del siglo XX. Un poco de historia El diseño del negocio relojero suizo no había cambiado prácticamente en nada hasta los años setenta. No había razón para hacerlo. "¿Para qué? —se preguntaban—. Si siempre hemos realizado nuestros negocios de esa manera y nos va muy bien, ¿por qué cambiar? El cliente, nuestro cliente, el de siempre, es un hombre conservador y pudiente que paga un precio elevado por un producto que contenga la leyenda “Hecho en Suiza”. Era cierto. Hasta la década de los setenta, nadie cuestionaba que un reloj era un sinónimo de joya. Los Suizos se habían encargado de satisfacerles a sus clientes sus más sofisticados deseos. De la precisión al estilo, del lujo al refinamiento, de 100 hasta los 500 000 dólares o más. Los suizos dominaban el negocio de la relojería. Con cerca de 90.000 empleados, tenían más del 60% del mercado y el 90% de las utilidades. En 1970 la industria tenía un valor cercano a los 10 mil millones de dólares. Nadie cuestionaba su éxito. Todo iba bien, no había una razón poderosa para cambiar. El paradigma en el que basaban sus creencias era real...
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...Swatch: The One to Watch Every serious entrepreneur endeavors to create a product or service that will revolutionize the known world. Ingenuity ignites the flame and perseverance fuels the fire while mogul-hopefuls anticipate consumer satisfaction. Nevertheless, strategic efforts are an unrivaled asset no matter how great the idea. Since the boom of modern-day business, industry experts have refined how-to-make-a-buck to a complex science that analyzes the who, what, why, when, where, and how of ensuring profitability. A concept known as “The 4 Ps”: sums up a snapshot of their findings: Product, Price, Place, and Promotion (insert textbook reference here, i.e, Norris, 2010). Successful companies apply these principles with a finesse that can lead to products whose market shelf life is timeless. Such is the case with Swatch. The following is an analysis that examines how the effective employment of this marketing mix (The 4 Ps) revitalized this company and helped it reclaim its place as a formidable contender. Product The most basic element of supply and demand first begins with a product (or service). The Swatch company’s central component is quite simply a timepiece, also known as a wristwatch. Created in the 1980s, this product’s appeal entailed a watch that was lighter in weight, mirroring the functionality of its contemporaries, distinguished by boldness, fun, and flair (Swatch, 2010). However, among several factors that contributed to its broad consumer appeal...
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...Tarea #5 CASO SWATCH 1. Responda las siguientes preguntas: 2.1 Quienes eran los clientes de los relojes suizos antes y después de Hayek? Antes | Después | Los clientes a los que se encontraba enfocado el mercado de relojería suizo, eran personas que valoraban al reloj como una joya sofisticada. | Luego de Hayek, estando en una inminente crisis el mercado de relojes suizos, se decide no cambiar, pero si crear nuevos enfoques al mercado, orientados a gente fresca que valore al reloj como un accesorio de moda. | 2.2 Cuáles son las características de esos clientes? Antes | Después | * Nivel socioeconómico alto * Podían pagar un precio elevado * Reloj valorado como una joya sofisticada y tradicional | * Gente fresca y relajada * Amantes a la moda * De todos los estratos sociales | 2. Responda las siguientes preguntas: 3.3 Quienes son los competidores de los relojeros suizos? En un principio empresas como casio, Timex, Seiko y Citizen. Fueron quienes abarcaron mayor parte del mercado copiando el mecanismo digital subestimado por los suizos. Luego de la ampliación de concepto y tras la creación de Swatch surgieron nuevos grupos como: Mido, Calvin Klein, Tissot, Certina, Pierre Balmain y Hamilton. 3.4 Cuáles son los factores de mercado que afectan a los relojeros suizos? Uno de los factores principales que afecto a los relojes suizos fue el tradicionalismo, traducido como adversos al cambio. Este elemento fue clave...
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...Swatch digital impact issues Swatch is a brand name for a line of wristwatches from the Swatch Group, a Swiss conglomerate with vertical control of the production of Swiss watches and related products. In 1984, Swatch was conceived and it was introduced to the market in Switzerland in March 1985. Swatch uses several software like Microsoft office, Adobe Creative Suite and other more technical software for the watches design and production. Swatch has its own website: http://www.swatchgroup.com where a lot of information is available: • The investors • The job seekers • The customers • The media and press. This website is very integral because it brings together many actors of the company. The website is also offering the “Swatch Group Info Service” which allows everyone to get information easily and efficiently about all the services of the company. Swatch is also present on Facebook, Swatch Watches has more than 650000 fans around the world and has a special page for every country, for example Swatch Türkiye has 220000 fans. Swatch is also on Twitter. Swatch has also a smartphone application: Swatch uses the main social networks for its communication, the creativity is a pillar for Swatch and its communication has also to be creative, the digitals tools of today offers to Swatch a lot of way to develop his image through the world. Swath communication: In its communication Swatch put the environmental question at the first plan: ...
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...was the Swatch so successful? In what ways was the Swatch different than any other watch the industry had ever seen? Switzerland, which had absolute advantage over watches, continuously lost their occupation over the market by Japan and Hong Kong which emerged with low-cost item strategy. To cope with this crisis, SMH which had considerable portion in watch of market in Switzerland made new brand that have novel strategy, and that is Swatch, leading brand of watch market these days. We will now look about SMH through SWOT, and find out why SMH had to make the brand Swatch and through which strategy we will find out the reason how Swatch became successful in the market. [Picture 1] By looking at SMH through SWOT analysis (Picture 1), even though the SMH of those days had brand of luxuries, and had advantage of having know-how to make high quality watches, it had weakness of having problems of high prices and had troubles of business at managing, strategies, and structure. But the point that they could create portfolio by merging two brands, and the Nicholas Hiek became the new CEO was the chance for SMH. Lastly, the fact that Hong Kong and Japan came up with low price strategies was the threatening thing for SMH. The counter-strategy SMH came up with for the low price strategy of competitiors was to keep their high qualities, keeping their advantagies but reducing prices, and using their chance of making portfolio by merging two companies and create Swatch. Then...
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...------------------------------------------------- Going Bigger in Tokyo: Swatch Group Is Latest In Rush for Megastores. (cover story) Source: WWD: Women's Wear Daily; 6/13/2007, Vol. 193 Issue 125, p1-12, 2p, 2 Color Photographs Document Type: Article Subject Terms: *RETAIL stores *CORPORATIONS -- Growth WRIST watches Geographic Terms: JAPAN Company/Entity: SWATCH Group Ltd. DUNS Number: : 103286126 Abstract: This article reports on a megastore that was opened by swatch company Swatch Group in Japan. The company joined other companies that have opened in Japan including Gucci, Bulgari, and Bottega Veneta. Seven main brands--Swatch, Omega, Blancpain, Glashutte, Breguet, Jaquet Droz and Leon Hatot--have their showrooms and boutiques at the Nicholas G. Hayek Center in Ginza, Tokyo, Japan, as well as the Swatch Group Japan office and an event space for exhibitions and receptions. Full Text Word Count: 797 ISSN: 01495380 Accession Number: 25449031 Database: Business Source Complete Translate Full Text: HTML Full Text ------------------------------------------------- Going Bigger in Tokyo: Swatch Group Is Latest In Rush for Megastores Listen | Download MP3 Help | | | Dateline: TOKYO Swatch Group is the latest luxury player to place a big bet on Tokyo. The world's largest watch firm has joined the rush of companies opening megastores in the Japanese capital, which, in the...
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...has been the contribution of the marketing function, the product design function and the operations function to the success of Swatch? The success of Swatch took place despite the other branded goods’ equal desperation for growth and the value-conscious consumers’ resistance to price increases in an era of low inflation (Noella, 2002), and are opting for high-quality private label goods instead of brands (Devincentis and Kotcher, 1995). Thus, Swatch’s innovative evolution had essentially had broaden their consumer base. For Swatch, the recuperation and improvement from their diminished market share due to their high-priced watches and the availability of low-priced brands, can be attributed to these three factors. First, the development of their product from the use of classy materials to plastic cased watches and the subsequent cost reduction that they garnered allowed for lower prices. Thus, enabling them to compete with other brands. The production process having designed to be more efficient than its competitors allowed for the manufacture of cheaper products. The development of the operation however was due mainly to the change in the product design; both increasing the economies of scale of Swatch making it able to increase its target market and thus, boosting its market share. As illustrated by Carter, Melnyk and Handfield (1995) product design is one of the primary locus of competitiveness in today's dynamic marketplace. What Swatch did was introduced a new trend...
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...The SWATCH Project: A Case Report By错误！未找到引用 源。 Candidates Zhang Xingquan, Guo Jun, Xiao Jie, Zhang Yingying, Kong Lingxiang 2006 World Economics, Faculty of Business Hubei University Jun 12th 2008 This report details analyzing the market situation and marketing mix of Swatch. Possible marketing strategies, and benefits and risks, are explored. Finally, the type "C" Swatch should price under $30, and an exclusive distributorship should be adopted, are concluded. Furthermore, to enlarge Swatch's global market share and to achieve the economies of scale are recommended. The Swatch project was made by ETA, which produced a full range of watch movements and was known as the creator of ultra-thin movements used in expensive watches. This new watch would come in a variety of colored plastic cases and bracelets with an analog face, and ETA had designed an entire production process for Swatch. As the market share of Swiss watches shrunk sharply in the global market, ETA had faced a more and more difficult circumstance. The Swatch project under the code name “Popularius” aimed at rediscovering what the market wanted and then to supply and gain it. While problems were how to gain the potential market and how to adopt different marketing strategies to distribute and promote the new watch. The Swatch project concerned the investigation of Swatch’s potential markets and the feasibility of different marketing mix of Swatch watches and watch movements. The marketing mix of one company...
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...Swatch Group Ltd. Have a minute? Course: International Marketing Lecturer: Dr. J.T. Bouma Case: Swatch Group Ltd. Date: March 16th, 2010 Group: 13.3 Students: Dennis Hesling, S1892444 Rikke Nielsen, S1939882 Jan Oestmann, S1956140 Arjen Hofman, S1873083 Table of contents 1. Introduction p. 1 1.1 Abstract p. 1 1.2 Introduction to the company p. 1 2. Analysis of the company and its market p. 2 2.1 Market p. 2 2.2 Performance analysis p. 2 2.3 Product adaptation p. 4 3. Environmental analysis p. 4 3.1 External environmental analysis p. 4 3.2 PEST-analysis p. 4 3.3 Opportunities and threats p. 5 3.4 Internal environmental analysis p. 6 3.5 Strengths and weaknesses p. 6 4. Marketing analysis p. 8 4.1 Segmentation p. 8 4.2 Targeting p. 9 4.3 Positioning p. 9 4.4 Product strategy p. 9 4.5 Promotion strategy p. 10 4.6 Market entry, pricing and distribution p. 11 5. Conclusion p. 12 Bibliography p. 12 Appendix 1. Introduction 1.1. Abstract This report will be centred around the watch manufacturing branch of Swatch. Swatch has been highly successful throughout its existence and therefore it is particularly interesting to know how they achieved this considerable success. The main purpose of this report is to analyze the company of Swatch from a marketing perspective. This analysis is based on the theories from the...
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...5 Marketing Objective To build a brand image as the most stylish, creative yet affordable timepiece To lead the market as a global brand To increase its brand awareness as the most innovative watch of its time 6 Market Segmentation Market segmentation is the process of dividing a market into distinct groups of buyers with similar requirements. Goods can no longer be produced or sold without considering and understanding customer requirements and recognizing the heterogeneity of those needs.(Michel Wedel 2000). Steps involved in market segmentation, targeting market and market positioning are as follows; 6.1 Segmentation in the B2C Market Socio-demographic, behaviouristic, and psychographic variables are used to identify the market segment. 6.2 Socio-demographic Variables This divides the group into age, sex, gender, geography, family life cycle, income, education, events, religion and social class. Swatch product line is for both men and women between the age of 15-19, 20-24 and 25-34 who belongs to and income group varying from £12000 to £45000. It could be students, professional, homemakers and set of stylish people who like a creative and innovative approach. Figures from Kidd 2007 suggest that the group from 24-35 have the highest spending power in the market. And also women in UK are increasingly purchasing watches for them selves and for their partners. 6.3 Behaviouristic Variables These variables reflect the behaviour of the customer towards a specific product...
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...SWATCH WATCH U.S.A.: CREATIVE MARKETING STRATEGY ABSTRACT Switzerland was an industry leader in the watch market up until the 1970's when the digital watch was introduces to consumers. The digital watch was inexpensive to manufacture and could be produced in mass. It created a whole new market by making watches inexpensive enough for all classes of people. The Swiss did not respond to this new competition and began to lose their market share. The Swiss watchmakers still produced high end watches for the wealthy, but did not compete for the lower end market. In the 1980's the Swiss watchmakers began to realize they needed to change their business model to fit in to the new global market place. They needed to not only change their views of the market but the infrastructure of watch manufacturing. In order to compete on a global level they needed to improve their technology, design products that would appeal to new markets and be able to compete with other companies both in quality and cost. The development of Swatch® allowed one company, the Swiss Corporation for Microelectronics and Watchmaking Industries (SMN), to do just that. SMN developed a product that was appealing to a younger target market. Their new design, distribution and production strategies created a niche market that became popular worldwide. The company developed an advertising campaign that was new to the watch industry and was strongly directed at a younger audience. SMN was extremely successful...
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...a Rolex? Just a watch? Who is the main customer of Rolex? Swatch e Rolex sono Competitor? Target segmenti. Il mercato annuale globale degli orologi, che include sia gli orologi da collezione che quelli contemporeanei, è stato stimato a circa 25 miliardi. Il mercato degli orologi da collezione per Patek Philippe, Rolex, Audemars Piguet, Omega e Cartier rappresenta 5 miliardi di euro all’anno. “Interrogati sui loro investimenti, alcuni investitori affermano di essere alla ricerca, al pari degli investitori collezionisti, di oggetti e beni tangibili il cui valore aumenti nel lungo periodo. Le due categorie più interessanti agli occhi di questi investitori collezionisti sono l’arte e gli altri oggetti da collezione (monete, vini rari, gioielli ed orologi)” Capgemini World Wealth Report 2010 La bassa correlazione, l’ampia diversificazione del portafoglio e la totale anelasticità agli shock economici determinano un’immediata riduzione della volatilità del patrimonio. Contrariamente ai mercati finanziari la logica dell’andamento dei prezzi è legata esclusivamente alla domanda di beni rari la cui offerta, da sempre ridotta, tenderà a ridursi sempre di più http://www.orologidiclasse.com/wp-content/uploads/2010/04/world_watch_report_2010_2.jpg http://www.telefonino.net/Cellulari/Notizie/n12198/ Tra le molteplici categorie di orologi da polso abbiamo ritenuto opportuno scegliere il modello Swatch che si pone come oggetto di design di rilevante importanza....
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...to achieve are finding the right purchasers, aiming at the correct market and using precise strategies and methods to analyze and promote their products. The market nowadays is not homogenous but diversified. Competition is also not just within a country but global due to rapid and easy transfer of information. In order to compete with various competitors and match what customers demand, companies should pay more attention to their strategies for marketing. From marketing text books, we can find plenty of strategies and methods to help companies to distinguish their target market, for example macro and micro environment analysis, SWOT analysis, marketing mix and STP strategy, etc. Enterprises will benefit from using these theories and increase market share or profit. In the following research, the marketing strategies and features will be outlined and identified with regards to the brand OMEGA in the Swatch Group, which is one of the best-known brands in the watch industry. Brand Overview OMEGA is one of the brands of the Swatch Group which is a well-known manufacturer in the watch market. There are 19 watch brands in the group, and each brand has different price categories in order to fit with different segments of customers. In each year, the group produces thousands of watches and these watches are sent to the group’s worldwide network of distribution organization which makes their products well organized and allocated to the market. OMEGA has a more than 160 year history...
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...1) Why was the Swatch so successful? In what way was this watch different from others in the industry? The first main reason why Swatch managed to gained so much popularity in the watch industry is because they managed to cut costs. Heyek had started a low-end product initiative and was fully committed to vertical integration, that is, he intended to build and assemble the low-price quartz watches entirely in Switzerland. This, along with the decision to encase the watch with cheap plastic, helped the company lower costs substantially while maintaining a high quality profile (as it was made in Switzerland). Heyek had an important role in the success of Swatch. He decided that the Swatch would have a unique message, one unlike that of any other watch brand in the market. The fact that the company was not only selling a watch, but an important part of people’s self image, in my opinion, is the main reason why Swatch succeeded. The Swatch was different from the other watches in many ways but the factor that distinguished it the most from the rest is the fact that it could add genuine emotion to the product. It basically changed the consumer’s perspective of the product. Previously, watches were considered to be timekeeping instruments which had no personal meaning. Swatch started to design and sell watches that allowed customers to show their individuality, “they featured witty, sometimes outlandish designs that used brash, intense colors”. 2) Do you agree with the original...
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...AN EXAMPLE OF A MARKETING PLAN | SPREE WATCH MARKETING PLAN SUMMARY Based on an evaluation of the watch market and our strengths, General will introduce the Spree watch. SITUATION ANALYSIS Half the buyers of branded fashion watches are between 18 and 34 years of age. This group, which purchases more watches per capita than those older, is our primary market segment. Watch purchases are more likely by consumers in the northeast and Midwest. Many purchases are expected to be impulse, requiring strong point-of-purchase support. Seventy percent of the market is concentrated with strong competition from Swatch, Fossil, Guess?, and Anne Kline. We have extensive experience in the manufacture of innovative, high quality, precision plastics and timing devices permitting us to offer the consumer value in a branded fashion watch. Additionally, we have experience distributing products into 75 percent of the outlets for branded fashion watches. OBJECTIVES The combination of a unique, cost-effective design allows us to establish a three percent market share in the first year. The Spree watch project will break-even in 1998. MARKETING STRATEGIES General will introduce a new product, the innovative Spree watch, using penetration pricing, extensive advertising, and expanded distribution in order to increase our revenues and growth rate. ACTION PLAN The Spree watch has strong product benefits compared to current market offerings. To achieve our objectives we will offer our unique...
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