Seiko Case Study Summary

Omega (part of the Swatch Group portfolio of brands), was facing a similar demise in the early 1990's and successfully repositioned itself and became a major profit driver for the group. It achieved this by carefully selecting its marketing programs and drastically trimming its product line from 2,500 to 130. This strategy needs to be applied to Swatch, which focuses on the basic and middle-priced market. This is supported by the fact that the number of resellers dropped from 3,000 in the early 1990's to 1,200 in 1998. Swatch needs to apply a SWOT analysis and determine which product lines are successful in this market space and drop the remaining products. In addition, the Swatch Group needs to look at their consumer base and determine if it would be profitable to launch a new product line that captures past consumers who have now progressed to the next stage of their lives and are desiring a more expensive and sophisticated watch. A marketing campaign needs to be chosen that helps attract new consumers in the basic and middle price market focusing on the smaller number of brands and a separate campaign should be created that focuses on

Timex introduced watches using a combination of automation, precision tooling, and simpler design then their Swiss rivals. The Timex movements also incorporated new hard alloy bearings rather than expensive jewels used by the Swiss. All this lead to efficient and effective automation of Timex production lines,

One of the primary change in strategies would require pruning Omega’s product lines to make it more coherent and to eliminate any potential intra-firm competition. Typically, the lower end models need to be pruned so that it could be positioned as a more effective Luxurious Brand to compete directly against other Luxury Brand watches. The prevention of any overlapping with sub-brands will ensure that there is no potential risk to the dilution of brand image as well as reduce the risk of cannibalization of the current product lines. This will also help in uplifting the overall brand image of the Omega brand by withdrawing a number of Omega’s low-priced models thereby boosting the band profitability which will ensure that there is enough opportunity for the improvement on brand margins - a key factor in reducing the price differences with Rolex. Another underlying argument is that this process will enable the exclusivity

Founded in 1905 in London, the brand has achieved remarkable success over the past century. Although, the company is one of the major innovators in the wristwatch making industry, they are famous for their classic, even conservative designs. Several Rolex models such as those from the Oyster or Cellini collections have changed relatively little over several decades. However, critics point out that the firm needs "young ideas" to serve younger generations (1). The company responded to that by hiring Jean-Frederic Dufour for the CEO position - the third top leadership change since 2008. The company is

Watches are considered as an integral part of an individual’s personality in today’s world, whether it’s just to show your status or to see the time, from trendy straps to a single belt, from young to old, each and every age group prefer their kind of 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

The substitute products, that may take a portion of the market share away from the consumer electronics retail industry, do not create a huge or direct hazard. Today’s society and culture place a big emphasis on technology and it is highly reliant on electronics. The bargaining power of buyers for electronic products is extremely low because the buyers primarily consist of a weak and divided group of individuals, and technology has became a vital need for most people.

Below in table 1 is a comparison of a number of wearable smart watches that are available from a number of manufactures and details of key features.

Branded watches have continuously been well-liked throughout the years and will still continue to be trendy in the years to come for the reason that after consumers buy into a brand, they reap countless benefits. With their knowledgeable purchasing routine, consumers continue to purchase in style brand watches for five important reasons.

Perreault, W. D., Jr., Cannon, J. P., & McCarthy, E. J. (2011). Basic marketing: A marketing

ETA faced many strategic threats and opportunities, Appendix 6, when they conceived the Swatch business unit. However, Thomke asked the basic entry decisions questions and came to the conclusion that competing in the low cost watch category was the most attractive opportunity. Thomke moved forward with a vertical scope corporate strategy through a new market and new product diversification strategy. ETA engineers created a low cost quality watch by using economies of scope. The use of joint R&D and quartz technology combined ETA’s tangible and intangible resources to create operational relatedness. Thomke utilized strategic relatedness by using common management capabilities through manufacturing efficiencies and financial access. These resources allowed ETA to compete in the high and low market watch categories and attain a competitive advantage in the low price watch niche. Thomke brought in New York advertising agent Franz Sprecher who coined the name Swatch. Swatch’s entry modes were exporting, wholly owned subsidiaries and the joint venture model by using shops in shops in classy department stores, jewelry stores, sports stores, and fashion boutiques.

Audi watch: when Purchasing an Audi car the customer will receive an Audi watch with the brands own exclusive design. The quality and aesthetics of the watch will be dependent on the type of model car the customer purchases. An example of this will be a customer who purchases an Audi A5 will receive a higher quality watch than the customer who purchases an Audi A3. An introduction of a watch line for Audi will enable the brand to branch out its products offerings. This will bring value to the brand in the form of exclusivity as the watch will only be available to those who have an Audi car creating a sense of exclusiveness for the brand and customer.

originated in California in 1997 as a boutique watch manufacturer creating a small line of custom built,

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.

Those strategies helped Swatch lead this market in the watch industry, selling 26 million swatches in 1992 and reversing SMH’s fortunes. Despite its success, there are some concerns whether the success of the Swatch would continue. Still, the world watch market was highly fragmented except Citizen, Seiko, and SMH. There were numerous watch competitors in Switzerland, Asia, and Unite states. The market share of Swatch was still relatively low in the single digits due to