Marketing Case Study on Nixon

Swatch slashed the number of individual parts that a watch required from 91 to 51 and began housing them in an easily mass produced plastic case. With this formula, the Swiss made a breakthrough into the global watch industry by producing high quality, inexpensive watch in Switzerland.

Victor bought a pocket watch from 1784 trimmed in eighteen-karat gold, depicting three people under the stars, a family.

Panerai, a famous Italian watchmaker, used the Rolex movements, and he made it specifically waterproof for the Royal Italian Navy. They made the face of this timepiece over sized because they wanted it to be visible even in the

Telling time has never been simpler with the latest self-winding wristwatches. Wanting to improve the watches used in trenches during the Great War, watch repairman John Harwood aspired to create a watch that wound from the inside. This was in order to protect them from being ruined by dirt entering the crown, or the piece which winds the watch. Harwood’s goal was not to make the process easier for others; however, he was able to do so, though the winding only lasted 12 hours. Notwithstanding, he sold quite a few of his self-winding watches. Soon, Harwood ran out of money and, consequently, his company went out of business. Many manufacturers attempted to improve the design, the most notable being Rolex, who decided to innovate Harwood’s watch.

Movado, a company established in 1881 by Achille Ditesheiem, has become one of the top luxury watch brands in the world today. Movado has always continually been innovating in all aspects. Movado 's historical success gives a strong background financially, technologically, and strategically. An analysis of the brand, the history, the present, jobs of high managers, customer responses, and incites. Will be presented with through details and examples. After the analysis, we expect to understand how the hierarchy of Movado created the one of the largest names in the watch making industry, the struggles faced by the company and what it takes to strategically plan such a big brand. Along with that we want to learn why Movado is able to attract

Piaget’s Emperador temple unique watch is an expensive affair to buy and is priced at a $ 3.3 million. This one of a kind watch was immediately sold as soon as it was released. This watch has 2 dials and the watch is designed in a pyramid shape to encompass those dials. The bracelet of the watch is set with 350 diamonds, and the first watch is made of 481 brilliant cut diamonds, 207 baguette cut diamonds, and an emerald cut diamond and the second watch’s dial are made of Polynesian pearl surrounded with 162 brilliant cut diamonds and 11 baguette cut diamonds and tourbillon complication. Now, that is truly a watch worth

The issue of convenience has been a large component in the development of early devices. The first popular activity monitoring devices—Fitbit, Jawbone, Apple Watch, Samsung Gear—had one common feature: they are worn on the wrist. Smartwatches are worn in a conspicuous location on the body and are accessed through natural gestures. (Sazonov 34)

Company is present through a number of high premium technology products with exploration of luxury products through its unique Apple Watch Edition and Apple Watch Hermès made in cooperation with the famous luxury brand. Apple is being positioned as a premium or upper premium brand due to its large volume of sales and the fact that its products aren’t highly unique and cannot be severely customised by the company itself, with the exclusion of the Apple Watch.

A "swatch" strategy of low-cost market entry was the wrong choice. In the case study much is said about how Schindler 's CEO was fascinated with the success of low-end, mass produced Swatch watches -- a 90 's phenomenon -- more than one General Manager of Manufacturing Operations strove to emulate this low-end production strategy.

Austin Watches are elegant analog watches with sporting characteristics, able to be used to depths of 100 meters under water.

The company that located in Jl. Kanayakan No.28 Bandung start as the founder, Lucky Dana Aria, got the high-priced wooden watch from America. At that time, it was the leader of the small and medium enterprise in that country. Lucky found that the material used in that watch is imported from Indonesia.

Tissot target customers with various cultural related above the age of 16 years old with an income ranging from the mid-level to high level and social class from mid to upper. To target and satisfy the demands of the consumer, Tissot has separate watches with different designs. For that reason, Tissot’s watch collections consist of T-gold, T-Trend, T-Classic, T-Pocket, T-Sport and Heritage. Each of these brands range offers a variety of a strong characterized watches where the appeal of models and several variations combine with the precision and quality of workmanship, meet the targeted consumer varied needs as part of their fashion appeal. By using distinctly different pricing and distribution strategies, the marketers of Tissot watches have attempted to use a product differentiation

The watchmaking side capitalizes on the complementary positioning of its Houses: TAG Heuer’s international stature, Hublot’s strong dynamic of innovation, Zenith’s age-old savoir-faire and Dior’s creativity. In jewelry and high jewelry, the Houses of Bulgari, Chaumet and Fred employ their bold creativity and perfectly mastered savoir-faire to constantly surprise their customers and offer them the objects they desire.

What is interesting in this market is that there are no clear leaders. Even though each company’s goal is to make the more profit as possible, we can’t define any leader since they have different strategies and objectives.8 [ (Tower) ] For example, Patek Philippe’s core ideology is to have the most prestigious brand and to make the most expensive watch as possible, and target the most prestigious people which is a really niche market. In comparison, Rolex’s purpose is to be a more accessible luxury brand and make the most sales as possible. It is difficult to compare them in terms of success, Rolex sells more but Patek has a much higher reputation.

Nicholas Hayek and Ernst Thomke formed the Swatch Group (the Group) in 1983 by merging two bankrupt watch-making groups. The merger gave the Group ownership of many of the Switzerland’s dominant watch brands. Swatch, their first product initiative, was so successful that it helped pull the squandering Swiss watch industry out of a slump. In June 1999, with its 14 brands, the Group was the world’s largest watch manufacturer (in value terms). However, the global industry had changed and would continue to change dramatically in the new millennium. The Swatch Group was at a strategic crossroad and had to analyze the industry’s past and future in order to determine