Competitive Analysis 6 3.3 SWOT Analysis 6 4.0 Marketing Strategy 7 4.1 Mission 7 4.2 Marketing Objectives 8 4.3 Financial Objectives 8 4.4 Segmentation and Targeting 8 4.5 Positioning 10 4.6 Strategic Options & Strategic Choice 10 4.7 Marketing Mix Decision 11 5.0 Implementation 12 5.1 Timeline 12 5.2 Financial Costing 12 6.0 Controls 13 7.0 Conslusion 13 References 14 Appendix 15 1.0 Executive Summary Swatch was one brand of Swatch Group Ltd. and the most successful wristwatch
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ENTREPRENEURSHIP AND INNOVATION INSTRUCTOR: Jose Lejarraga Case Report: Birth of the Swatch Prepared By: Sachin Agarwala 1. Why was Swatch successful? In what ways was Swatch different from any other watch the industry had ever seen? A number of factors attributed to Swatch’s success and differentiated it from any other watch the industry had seen. There were factors on the manufacturing‚ branding and marketing‚ and designing side. Manufacturing: Hayek wanted complete vertical integration
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Swatch case study "This watch is the product which will reintroduce Switzerland to the low and middle price market. It is the first step of our campaign to regain dominance of the world watch industry‚" said Dr. Ernst Thomke‚ President of ETA SA‚ a subsidiary of ASUAG and Switzerland ’s largest watch company. Ernst Thomke had made this confident declaration about SWATCH to Franz Sprecher‚ Project Marketing Consultant‚ in late spring 1981. Sprecher had accepted a consulting assignment to help
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Maryam Tahririha GSB576 L. Grant Swatch and the Global Watch Industry Case Analysis July 13‚ 2005 THE SWATCH GROUP: COMPETING IN AN INCREASINGLY GLOBAL MARKET FOR WATCHES 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
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The Birth of Swatch The continuous decline in demand for the prestigious watches made in Switzerland in the 1970s and early 1980s made the time period devastating for the Swiss watch industry. Before the decline‚ it was master of the watch market‚ shining with its high-end image. However‚ with the evolution of technology in watch making‚ the market began changing rapidly where low-end watches were becoming more accessible and evasive. Nicholas Hayek became the CEO of Societe Suisse de
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Distribution Swatch Group products are distributed mainly via a global distribution networkthat has been carefully selected by Group subsidiaries. The network is developed through shops in its own name or under the Tourbillion brand. However‚ in order to maintain a direct link with end consumers‚ the Swatch Group has created a retail section that develops global retail strategies and new approaches to consumer markets‚ including monobrand stores and a network of multibrand prestige watch and jewelry
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12/03/2012 | Strategic Analysis The Swatch Revolution Sommaire I. Macroenvironment analysis 4 1. Economic environment 4 2. Technological environment 4 II. Industry environment: Porter 5 strengths 5 1. Threat of new entrants 5 2. Bargaining power of buyers 5 3. Bargaining power of suppliers 5 4. Threat of substitute products 6 5. Rivalry among Existing firms 6 III. Mission‚ goals‚ objectives‚ social responsibility and ethics 7 1. Mission and Vision 7 2
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“The Birth of Swatch” 1) Why was the Swatch so successful? In what way was this watch different from others in the industry? Before Swatch started‚ Nicolas Hayek said “ Why cant we design a striking low cost‚ high quality watch and build it in Switzerland” just by reading this statement we can come to the conclusion that this was a new innovative idea‚ so what separates swatch from the rest of the other watch producers? * High quality * Build in Switzerland * Very low cost Why
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companies helped create a new market for Swiss watches. Asuag and SSIH merged to create Societe Micromecanique et Horlogere (SMH). They developed a line of watches called "Swatch" that appealed to a younger target audience. Their new design‚ distribution and production strategies created a niche market that became popular worldwide. The Swatch Watch Company transferred itself from near bankruptcy in the early 1980 ’s to a world leader in terms of value by the late 1990 ’s‚ at this time facing again new sets
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Swatch Revolutionises Watch Manufacture Answer 1. What do you think has been the contribution of the marketing function‚ the product design function and the operations function to the success of Swatch? Swatch is a good example of the way three sets of competitive abilities in a company relate to each other. The three key contributions to Swatch’s success (or the three important micro operations) are • the way they have developed their products and services. • the way they have positioned
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