The case study of The Swatch Company is mainly aimed to explore the management, marketing and positioning decisions that organisation make in order to enhance its product line within domestic boundaries. The case study analysis has significantly reflected the outcomes for the Swatch Company in the aspects of developing marketing and positioning strategies for significant international expansion. It is evident that the management of the company under particular consideration should consider the mono-brand retail strategy to expand business internationally. For the purpose, it is necessary for organisation to conduct in-depth analysis for making appropriate marketing and management decisions to significantly enhance the product line of the company
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The case study is focusing on the Swatch Group, which is the main Swiss watch organisation since its inception in 1983. The Swiss watch industry was considered dead at the beginning of 1980s without any ability of repelling the global expansion of its Japanese competitors. The mass production of quality mechanical watches along with the quartz watches, the Japanese industry of watches implemented a growth strategy against the Swiss domination in the global market (Deshpande, Misztal, & Beyersdorfer, 2012). The main strategy adopted in the beginning of 1980s was about pulling out of the recession was the merger of two watch groups of Switzerland named as ASUAG and SSIH. They outstripped other watch manufacturers with the gross sales of more than CHF 800 million in 1979. The third place was taken by the Société des Garde-Temps SA and Rolex with the gross sales of more than CHF 180 million. The organisations, ASUAG and SSIH employed more than half of employees in the Swiss watch industry. Due to the financial issues, Swiss banks asked Hayek to advise these organisations on improving sales and operations (Österle, Fleisch, & Alt, 2012). Hayek recommended the merger of these two organisation and banks placed him at the helm of new holding company as SMH. He proved to be the charismatic leader for the organisation and launched many products other than watches in the industry. It aimed to increase the sales and market share while strengthening the brand image in the market. The Swatch targeted markets of India, China, Japan, US, Switzerland, and Brazil. Hayek proved to be innovative and creative founder to whom the technology attracts in the product strategy for providing consumers with the facility of enhanced technology based products (Deshpande, Misztal, & Beyersdorfer, 2012; Österle, Fleisch, & Alt,
The case study is focusing on the Swatch Group, which is the main Swiss watch organisation since its inception in 1983. The Swiss watch industry was considered dead at the beginning of 1980s without any ability of repelling the global expansion of its Japanese competitors. The mass production of quality mechanical watches along with the quartz watches, the Japanese industry of watches implemented a growth strategy against the Swiss domination in the global market (Deshpande, Misztal, & Beyersdorfer, 2012). The main strategy adopted in the beginning of 1980s was about pulling out of the recession was the merger of two watch groups of Switzerland named as ASUAG and SSIH. They outstripped other watch manufacturers with the gross sales of more than CHF 800 million in 1979. The third place was taken by the Société des Garde-Temps SA and Rolex with the gross sales of more than CHF 180 million. The organisations, ASUAG and SSIH employed more than half of employees in the Swiss watch industry. Due to the financial issues, Swiss banks asked Hayek to advise these organisations on improving sales and operations (Österle, Fleisch, & Alt, 2012). Hayek recommended the merger of these two organisation and banks placed him at the helm of new holding company as SMH. He proved to be the charismatic leader for the organisation and launched many products other than watches in the industry. It aimed to increase the sales and market share while strengthening the brand image in the market. The Swatch targeted markets of India, China, Japan, US, Switzerland, and Brazil. Hayek proved to be innovative and creative founder to whom the technology attracts in the product strategy for providing consumers with the facility of enhanced technology based products (Deshpande, Misztal, & Beyersdorfer, 2012; Österle, Fleisch, & Alt,