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Industry
A Report on the Watch Industry From a Marketing Perspective
Executive Summary
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Table of Contents
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EXECUTIVE SUMMARY...........................................................................................................2
TABLE OF CONTENTS...........................................................................................................3
TABLE OF FIGURES.............................................................................................................. 5
INTRODUCTION .................................................................................................................. 6
2.0 HOW DID TIMEX SUCCEED THE SWISS AS WORLD VOLUME LEADER IN THE 1950S AND 1960S? .............6
2.1 TIMEX POSITIONING....................................................................................................6
2.2 ADVERTISEMENT AND PROMOTION....................................................................................7
2.3 PLACEMENT............................................................................................................. 7
2.4 PRICING................................................................................................................. 7
2.5 PRODUCT............................................................................................................... 8
2.6 INSERT COMPETITIVE ADVANTAGE ANALYSIS FROM TEAMMATES ...................................................8
2.7 COMPETITOR RESPONSE................................................................................................8
2.8 CONCLUSION............................................................................................................8
3.0 HOW DID SEIKO BECOME THE INDUSTRY LEADER IN THE MID-1970S? ............................................9
3.1 MARKET CHANGES.....................................................................................................9
3.2 COMPETITIVE ADVANTAGE ANALYSIS:.................................................................................9
3.3. MARKET POSITIONING ................................................................................................9
3.4 PRODUCT............................................................................................................. 10
3.5 PROMOTION...........................................................................................................10
3.6 PLACEMENT........................................................................................................... 11
3.7 PRICE................................................................................................................. 11
3.8 OTHER MARKETING STRATEGY: SUPPLY CHAIN ...................................................................11
3.9 RESPONSIVENESS OF MARKET LEADERS...........................................................................11
3.10 CONCLUSIONS:..................................................................................................... 11
4.0 HOW DID SWATCH MANAGE TO RESUSCITATE THE SWISS WATCH INDUSTRY? ....................................13
4.1 MARKET POSITIONING................................................................................................13
4.2 PRICE................................................................................................................. 14
4.3 PRODUCT............................................................................................................. 14
4.4. PROMOTION..........................................................................................................14
4.5 PLACEMENT........................................................................................................... 14
4.6 EXPANDING THE MARKET............................................................................................14
4.7 CONCLUSION..........................................................................................................14
5.0 WHAT SPECIFIC COURSE OF ACTION WOULD YOU RECOMMEND TO HAYEK? .......................................15
5.1 POTTERS FIVE FORCE ANALYSIS FOR THE WATCH INDUSTRY .....................................................15
5.2 INNOVATION...........................................................................................................16
5.3 PROTECTING THE MARKET SHARE ..................................................................................17
5.4 SUPPLY CHAIN MANAGEMENT.......................................................................................17
5.5 RECOMMENDATIONS..................................................................................................17
6.0 WHAT WOULD SWATCH HAVE TO DO TO SUCCEED IN YOUR COUNTRY? .......................................19
7.0 WHERE
LOCAL PERSPECTIVE.
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Table of Figures
FIGURE
FIGURE
FIGURE
FIGURE
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1:TIMEX POSITIONING................................................................................................7
2:SEIKO PRODUCT POSITIONING...................................................................................10
3:SWATCH MARKET POSITION.....................................................................................13
4: MICHAEL E PORTER FIVE FORCE MODEL....................................................................16
Introduction
The global watch industry is a huge industry with a rich history of changes. This
report seeks to examine the causes of these changes from a marketing perspective,
and what the market leaders did to create value for their customers and overtake
the market leader. In particular, it will examine the emergence of Timex in the
1950s to 1960s, Seiko in the mid 1970s, and finally Swatch and how these
companies make good use of marketing to capture a significant market share.
Swiss watches are highly expensive with good quality (page 3). A lower price
alternative from US Turnip pocket watch is very cheap but of poor quality (page 3)
which was rejected by the mass (anyone who wanted a real watch bought Swiss).
Timex position its new product as inexpensive and good quality (Timex introduced
in 1951 a line of inexpensive, disposable, yet stylized and highly durable Timex
watches, page 4).
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From this, we can see the positioning of Timex is different from that of the Swiss
Watch.
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Timex then engaged the marketing mix to provide more value for its customers to
capture a bigger market share:
2.3 Placement
Because traditional jewellers were reluctant to carry the brand (page 4), Timex
developed new distribution channels and sells its watch at drugstores, discount
houses, department stores, catalogue showrooms, military bases, and sporting
goods outlets (page 4). This allows it to reach the mass through other means than
a jewellery store.
2.4 Pricing
Timex offers its watch from US$6.95 to US$7.95 which is considered inexpensive
(but not as cheap as Turnip watches). This pricing is to make it affordable to the
mass. This low pricing is made possible by various cost cutting measures, such as
automating of production lines (page 4).
2.5 Product
Timex watch differentitate itself by having hard alloy bearings instead of traditional
and more expensive jewels. This allows it to have a cost advantage over its rivals,
and lowers its cost of production.
1. Expanding the total market: Usually, when the market is expanded, the
market leader stand to gain more, but in this case study, this does not
applies (a rising worldwide demand for watches did little to slow the steady
decline in the Swiss share of the world market).
2. Protect its market share through good defensive and offensive
actions: The market leader should try to prevent or fix weakness that allow
for opportunities for competitors. Surprisingly the response to Timex is
almost non-existant, allowing Timex to capture a bigger market share.
3. Increasing the market share: Swiss could try to increase their market
share of the watch industry by using new technology to come up a lower cost
product to fight with Timex. However, this was not done.
2.8 Conclusion
Based on the marketing positioning, excellent use of the marketing mix to achieve
its desire marketing position, a competitive advantage, and a lack of response to
Timexs entry, Timex was able to successfully capture a large market share in the
1950s to 1960s.
There is little response to the US and Japanese Competitiors in that the Swiss
members companies do not really support the initiatives to try to response to
Timex. Accordingly to Kolter et al (2001), the market leader should work on 3 fonts
to ensure that it continues to the market leader:
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The market position adopted by Seiko seems to be of slightly lower quality (quartz
watches were build on LED technology that has many flaws (page 5), but is still
good quality (they were accurate to less than one second per day). Seiko pricing is
slightly higher than Timex referred from The timex model was priced at US$125,
which was 60 percent below Seikos cheapest model at that time (page 7).
Having established the market position, we will look at how Seiko use its marketing
mix to support its position and differentiate itself from its competitors.
3.4 Product
Seiko watch use Quartz Technology that allows it to differentiate its product from
its competitors by providing LED display, and a wide range of functions that
traditional watchmakers does not have.
3.5 Promotion
Seiko increased its advertising budget (page 6), but it is unclear from the case if
this advertising align it with its position. However, from the results that by 1979,
Seiko has became the worlds largest watch company in terms of revenues with
sales approaching US $1.29 billion (page 6) indicates that advertising is successful.
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3.6 Placement
Seiko works with distributors worldwide to get its products to the customer (page 6,
in that relationships with distributors were enforced). Each distributor usually
resells the products to the retailers, who in turn sell it to the customers.
3.7 Price
Seiko seems to be mid-priced and priced more expensively than Timex from The
timex model was priced at US$125, which was 60 percent below Seikos cheapest
model at that time (page 7).
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Seikos ability to capture a major market share is because Timex facilities does not
allowed them to easily produce quartz crystals or integrated circuits (page 7) and
that Timex technology was rapidly becoming obsolete in light of the new technology
(page 7). However, to fight with Seiko and to defend its market share, Timex did
enter the Quartz watch market in the mid 1970s (page 7). Unfortunately, the low
barrier to entry results in many semiconductor firms seeking to enter the market
(page 7). To compete, they engaged in price wars (page 7), that led to decreasing
profitability. Strategic alliance to relive Timex market share with Texas Instruments
fell short (page 8) as Timex does not wish to cooperate.
As a result of these problems, Seiko overtook Timex in terms of units and total
sales.
3.10 Conclusions:
Based on these, we can see that Seiko was able to capture a huge market share as
a result of innovation in coming up with a new and better product. This new
product gains it significant competitive advantage by lowering costs. In addition,
Seiko improved its rapid expansion plans by building on good supply chain network.
The slow response from Timex as well as price wars in US market have hurted
Timex profitability, and without forming strategic partnerships to combat the new
threat, Timex was unable to prevent Seiko capturing a bigger market share.
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Swiss watchs tends to be positioned in the higher price market segment. Swatch
was conceived as an inexpensive, yet good quality watch with quartz accuracy,
water and shock resistance as well as a one year guarantee.
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From the diagram above, it seems that Swatch is positioned in the same segment
as Timex, and competes with Timex for the cheap but good quality segment. We
will look at how Swatch use the marketing mix to achieve this market positioning.
4.2 Price
Swatch was priced at around USD$40/= (page 9), which is considered affordable.
4.3 Product
Swatch watch does not contain any new technology such as quartz etc. However, it
differentiates itself by offering new features in its products such as water and shock
resistance, and a one year guarantee (page 9). The product was positioned as a
fashion accessory and swatch watches feature several different colors and designs
(page 10 with their trendy and colorful designs, models were created for every
occasions). These features allow it to differentiate itself from its competitors.
4.4. Promotion
Swatch relied heavily on promotion as a vehicle for success (page 10). In
advertising, swatch is positioned as a lifestyle symbol and a fashion accessory
instead of a traditional timekeeping instrument. That the media appeared to be
mesmerized by Hayeks approach to marketing resulted in a lot of free media
coverage and publicity (page 10). Also, the company also spend on public events
and public relations activities, and used celebrity endorsements extensively (page
10) to promote its watches.
4.7 Conclusion
Swatch ability to complete with Timex, the giant for the affordable watch category,
is a result of its advertising and promotions as well as its ability to differentiate its
products from its competitors it offers swatch in various colors and designs as
well as offers features such as shock resistance and water resistances and its
guarantee helps Swatch to compete with Timex and successfully capture large
market shares in the 1980s.
4.5 Placement
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Base on the analysis above, it seems that the watch industry are characterized by
high bargaining power of customers, threat of new entrants / substitute products,
and have high competitive rivalry within the industry. While it is not possible for
Swatch to control substitute products or bargaining power of customers, it is
possible for Swatch to control the threat of new entrance and competitive rivalry
within the industry by having patents on new watch designs, or coming up with a
new technology that is better than quartz watch and then patenting the design.
With patents protection, Swatch group can reduce the threat of new entrances by
not allowing them to use the patent design, and force rivals to pay Swatch licensing
fees for using the patented design or technology. This is only possible through the
use of innovation.
5.2 Innovation
Based on the analysis of market trends and how market shares were captured, we
find that each of the previous leaders captured the market share by innovation:
Timex was able to capture the market share by innovating a new way of creating
watches that are cheaper than the industry standard at that time. Seiko was able to
capture a big market share by innovating the quartz technology. Swatch was able
to capture the market share by finding innovative uses of watches (as a fashion
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accessory instead of a time piece). Therefore, Swatch would do well to innovate and
come up with new uses for watch, or having new designs, or come up with better
watches based on new technologies. After which, Swatch can patent its design and
technology to reduce the treat of new entrants, and reduce the competitive rivalry.
One other way in which Swatch can further grow is to protect its market share.
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1. Expanding the total market: Usually, when the market is expanded, the
market leader stand to gain more. This is what Swatch did in 1980s when it
launches Swatch as a fashion accessory instead of just a timepiece. If Swatch
can expand the total market for watches, it can capture a bigger market
share.
2. Protect its market share through good defensive and offensive
actions: The market leader should try to prevent or fix weakness that allow
for opportunities for competitors. Swatch could engage in advertising, loyalty
rewards programs, provide free watch cleaning services etc to encourage
people to purchase from Swatch and to encourage brand loyalty.
3. Increasing the market share: Swatch could try to increase their market
share of the watch industry by introducing new products that appeal to
different market segments. From the case study, it seems that Swatch has
done just that, with Omega brand targeting higher end segment and swatch
watches targeting lower end segments. I am unsure if Swatch has a product
that target mid price segment etc.
5.5 Recommendations
Based on this, we will recommend that Swatch focus on innovation, and patenting
its designs as well as new technology breakthroughs in watch making technologies.
This will allow it to sustain a competitive advantage.
Also, Swatch will need to protect its market share or expand its market share.
Swatch can do so by:
Finally, Swatch should consider its supply chain management operations and seek
to achieve a competitive advantage by lowering the cost of production.
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References:
Kolter, Brown, Adam, Armstrong (2001) Marketing 5th Edition, Prentice Hall,
Australia
QuickMBA.com Potters Five Force A model for Industry analysis, [Online],
[Available], Accessed on 28 Oct 2008
http://www.quickmba.com/strategy/porter.shtml
Richard Ivey School of Business (1999), Swatch and the Global Watch industry,
[Online], Restricted Access
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