Swatch Group Ltd.

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Course: International Marketing
Lecturer: Dr. J.T. Bouma
Case: Swatch Group Ltd.
Date: March !
th
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Group: %.%
Students: Dennis &esling" S'(#)))
*ikke +ielsen" S(%(''#
Jan ,estmann" S(-!)$
.r/en &o0man" S'1%$'%
Ta2le o0 contents
. Introduction............................................................................................. p.
. .2stract.......................................................................................... p.
.# Introduction to the compan3......................................................... p.
#. .nal3sis o0 the compan3 and its market.................................................. p. #
#. Market........................................................................................... p. #
#.# 4er0ormance anal3sis..................................................................... p. #
#.% 4roduct adaptation......................................................................... p. )
%. 5n6ironmental anal3sis........................................................................... p. )
%. 57ternal en6ironmental anal3sis................................................... p. )
%.# 45ST8anal3sis................................................................................ p. )
%.% ,pportunities and threats ............................................................. p. -
%.) Internal en6ironmental anal3sis.................................................... p. !
%.- Strengths and weaknesses............................................................. p. !
). Marketing anal3sis.................................................................................. p. '
). Segmentation................................................................................. p. '
).# Targeting........................................................................................ p. (
).% 4ositioning..................................................................................... p. (
).) 4roduct strateg3............................................................................. p. (
).- 4romotion strateg3........................................................................ p. $
).! Market entr3" pricing and distri2ution........................................... p.
-. Conclusion............................................................................................... p. #
Bi2liograph3................................................................................................ p. #
.ppendi7
. Introduction
1.1. Abstract
This report will 2e centred around the watch manu0acturing 2ranch o0 Swatch. Swatch
has 2een highl3 success0ul throughout its e7istence and there0ore it is particularl3
interesting to know how the3 did achie6ed this considera2le success. The main purpose
o0 this report is to anal39e the compan3 o0 Swatch 0rom a marketing perspecti6e. This
anal3sis is 2ased on the theories 0rom the 2ooks Essentials of Global Marketing 23 S6end
&ollensen:#$$'; and Principles of Marketing written 23 4hilip <otler and Gerr3
.rmstrong:#$$!;. .dditional research was conducted throughout the internet. 5ach
chapter co6ers in6ol6es di00erent theories and relates it to the compan3. *ather than
0ocussing on a high =uantit3 o0 theories the report co6ers the most rele6ant theories and
e7plains them in detail. >irst o0 all" the compan3 will 2e anal3sed assessed as an whole
entit3. *esearch has 2een conducted on their per0ormance o6er the last 0i6e 3ears and
their e7ternal and internal en6ironment will 2e considered. .0ter that an in8depth look
into the marketing strategies o0 the Swatch compan3 will 2e gi6en. Based on the results
and 0indings recommendations are proposed at the end o0 the report.
1.2. Introduction to the company
In the (1$s" Swiss watchmakers had a grim time

" 2ecause the Japanese watchmakers

had captured the 5uropean market with cheap watches o0 a high =ualit3. The di00erence in
accurac3 and si9e 2etween 2ottom line and top line watches had decreased to a le6el
where a customer did not mind the di00erence. >or that reason" e7pensi6e Swiss watches
had no e7tra 6alue an3more. .s a response" in ('%" two struggling Swiss companies"
SSI& and ?S?.G" merged and de6eloped a new strateg3" in which the 0ocus was placed
on the design o0 the watch. >rom ('%" the compan3 started commenced to make
manu0acture watches out o0 plastic and composed o0 onl3 - components" instead o0 the
usual ( parts or more. The C5, o0 the compan3" Mr. +icolas &a3ek" later changed the
name o0 the compan3 into Swatch Group Ltd.
The strength o0 the compan3" 2eside its ine7pensi6eness" is the wide 6ariet3 o0 the
products" together with the a6aila2ilit3 all o6er the world. +owada3s" the Swatch Group
owns nineteen di00erent watch82rands" together addressing all segments o0 the watch
market. These segments are di6ided into 0i6e di00erent ranges >i6e speci0ic product
sectors can 2e identi0ied
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" which are e7plained 2elow.
The 0irst primar3 range" addressed to the highest market niche" is the Prestige and Luxury
Range. This range aims at the upper class o0 the market and speciali9es in designing and
manu0acturing with supreme e7cellence. ,ne 0amous e7ample o0 a Swatch Group 2rand
in this range is ,mega.
The second range" /ust 2elow the 4restige and Lu7ur3 *ange" is the Hig Range. .lso
tThe 2rands in this range maintain to are to addressing a high premium market segment.
,ne e7ample o0 a 2rand in this range is *ado. Thirdl3" the Middle Range aims" as the

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name alread3 implies" at the middle segment o0 the market. ,ne o0 the 2rands ser6ing a
middle range price segment is &amilton. The 0ourth range" the !asic Range" is the range
aiming at a market segment that either has less mone3 to spend" or a segment that is
highl3 in0luenced 23 0ashion and current trends. ,ne o0 the 2rands in this range is
Swatch" which designs Dthrowawa3E watches 0or e6er3one and e6er3 possi2le special
occasion. >inall3" the Private"Label is a totall3 di00erent range. This range aims at third
parties demanding a large amount o0 commonl3 designed watches. In this la2el" 5ndura is
the onl3 2rand 23 Swatch Group.
#. .nal3sis o0 the compan3 and its market
2.1 Market
Since Swatch Group contains ( separate watch8manu0acturing 2rands" together
producing watches o0 all price categories 0or all segments in societ3" the market in which
the3 operate is huge. 5speciall3" when taking into consideration that the acti6ities o0 the
compan3 are geographicall3 dispersed o6er almost a hundred countries all o6er the
world
%
" Swatch Group can reach practicall3 e6er3 person around the glo2e with a suita2le
product. Together with two other Swiss watch manu0acturers" *ole7 and *ichemont"
Swatch Group represents the largest share in the glo2al watch market
)
and its sales are
still growing in all its markets around the world
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. There0ore" it can 2e concluded that
Swatch Group has a leadership position in its segment
2.2 Performance analysis
The 0irst impression o0 the compan3 is 6er3 positi6e due to the per0ormance o6er the past
0i6e 3ears. The graph in 0igure o0 the appendi7 is a re0lection o0 the stock 6alue o0
Swatch Group Ltd." on the Swiss stock e7change Firt8G" o6er the past - 3ears. Swatch
Group has su00ered a huge 0all o0 the 6alue o0 the stock around the 2eginning o0 #$$(.
&owe6er" o6er the past - 3ears" Swatch Group has steadil3 grown.
. more e7tended anal3sis o0 the per0ormance o0 the compan3 can 2e conducted 23
looking at the annual reports" pu2lished on the we2site o0 the compan3" starting with the
annual report o0 #$$-. To anal3se the per0ormance" the change in net sales is a signi0icant
0actor. In com2ination" the net income in relation to the net sales is a good implication o0
the pro0ita2ilit3 o0 the compan3.
In #$$-
!
" as shown in the chart" the 6alue o0 the stock grew slightl3 0rom around 1-
C&> :Swiss >rancs; to #$$ C&>. This is" looking at the 0inancial statement in the
0inancial report hal0wa3 #$$-" 6er3 well e7plaina2le. The net sales grew with an amount
o0 -.-H in relation to the net sales hal0wa3 #$$)" mainl3 due to the increased demand 0or
watches in the upper price 2racket. .dditionall3" Swatch Group seems to ha6e o6ercome
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the pre6ious83ear decline" which was primaril3 caused 23 high amounts o0 watches in the
in6entor3 o0 third parties. The percentage o0 net income" related to the net sales" are
%.-H" against .1H in the pre6ious 3ear. .ltogether" #$$- has 2een a stead3" pro0ita2le
3ear 0or the compan3.
In #$$!
1
" there is a 0urther increase o0 the stock 6alue to #1$ C&>" with a down0all in the
middle o0 the 3ear. The hal083ear report shows indicates a growth o0 %.H in net sales.
More importantl3" the compan3 achie6ed to attain a net income" related to the net sales"
o0 ).1H" which is almost .-H8point higher than the 3ear 2e0ore. The down0all o0 the
stock 6alue in the middle o0 the 3ear can 2e dedicated to the gradual closure o0
production 0acilities in the >ar 5ast earlier that 3ear. &owe6er" this issue a00ected the
pro0ita2le situation o0 Swatch Group onl3 marginall3 since the compan3" o6erall"
achie6ed a signi0icant growth in #$$!.
The #$$1
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chart shows that the stead3 growth is continued in the 0irst three =uarters o0 the
3ear" 2ut where the last =uarter shows the start o0 a 2igger down0all in the 0ollowing
period. Indeed" in the 0inancial statement o0 the 0irst hal0 o0 the 3ear" there is an e6en
2igger growth in the net sales o0 !.#H" and more importantl3 an e6en higher pro0it
margin o0 1.1H. This growth can 2e dedicated to an increased market share" due to the
opening o0 additional shops all o6er the world. The reasons 0or the down0all in the second
hal0 o0 the 3ear are assumed to 2e the same as in #$$'.
In #$$'
(
" the 6alue o0 the stock declined 0rom a high amount o0 #'$ C&> to a low o0 #-
C&>. . reason 0or this is that the net sales did continue to grow this 3ear" 2ut on a 0ar
smaller speed than the 3ears 2e0ore. In this 3ear" the net sales grew 23 Ionl3J '.!H" which
ma3 ha6e 2een 2elow e7pectations o0 Swatch shareholders" since the pro0ita2le" pre6ious
3ears ha6e raised e7pectations. >urthermore" the net income o0 the compan3 decreased
signi0icantl3" which made it a percentage o0 ).'H o0 the net sales" against 1.1H
hal0wa3 #$$1. >urthermore" sales decreased in the 5lectronic S3stems segments due to a
trend towards cheaper cell8phones and a decline o0 demand in the car industr3.
.ltogether" Swatch Group did still make progression in its market share o6er #$$'" 2ut at
the e7pense o0 a lower pro0it margin" which makes the situation less positi6e than in the
pre6ious 3ears.
In #$$(
$
" the chart o0 the stock e7change o26iousl3 shows that Swatch Group has
o6ercome its di00iculties and has attained to raise the 6alue o0 the stock 0rom #- C&> to
#(- C&>" while the 6alue is still pro/ected to 2e growing in the coming period. &owe6er"
as is calculated in the 0inancial statement" net sales ha6e declined 23 !.1H and the net
income as a percentage o0 the net sales decreased to #.'H. In #$$(" the world econom3
was in a serious 0inancial crisis and Swatch Group clearl3 su00ers 0rom this. The compan3
0aced a drop in demand and a decline in the customer con0idence worldwide. &owe6er"
the reason that the stock 6alue did not decrease might 2e that the compan3 seems to 2e
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more resistant to the crisis than the rest o0 the market. This resistance is due to the
worldwide presence o0 the compan3 in all price segments" which make the compan3 less
6ulnera2le to crises than other companies. There0ore" although Swatch Group has
su00ered under a drop in demand" the compan3 is e7pected to rise out o0 the crisis in an
e6en stronger 0inancial position get e6en stronger out o0 the crisis" in relation comparison
to its competitors..
2. Product adaptation
>ocusing on the 2rand Swatch" the products re=uire little modi0ication to adoapt to
di00erent cultures" since the products are made 0or a glo2al segment. Swatch produces
watches 0or e6er3 season" e6er3 age and e6er3 special occasion and that is the reason wh3
the product lines o0 the compan3 are interesting to people all o6er the world. Due to
relati6el3 ine7pensi6e products that are made 0or e6er3 occasion" the li0e c3cle o0 a
Swatch watch is short" which causes a high amount o0 sales. Conse=uentl3" Swatch can
permit to keep the pro0it margin relati6el3 low" since the3 sell so man3 products.
%. 5n6ironmental anal3sis
Khen 4rior to determining an international marketing plan" a compan3 0irst needs to
consider the en6ironment it operates in. There0ore" companies should conduct an
en6ironmental anal3sis" not onl3 to understand the en6ironment around them" 2ut also
within the compan3

. In this part o0 the report" the 0ocus will 2e on anal3sing SwatchJs

en6ironment. This process will 2e di6ided into two parts: .n e7ternal and an internal
en6ironmental anal3sis.
.1 !"ternal en#ironmental analysis
The main goal o0 an e7ternal en6ironmental anal3sis is to 2etter understand the markets
that the compan3" in this case Swatch" operates in. Man3 e7ternal 0actors will in0luence a
compan3Js decision making processes and their strategies rele6ant polic3. In regard to a
marketing perspecti6e" it is 6er3 hard to de6ise a marketing plan without knowing the
market 0irst. There0ore" an anal3sis has 2een made was conducted with the help o0 the so
called 45ST8anal3sis and an o6er6iew o0 the 6arious opportunities and threats that
Swatch 0aces is gi6en.
.2. P!S$%analysis
12
The 45ST8anal3sis consists o0 0our 0actors: 4olitical" 5conomical" Social and
Technological. It is intended to stud3 a compan3Js macro en6ironment
%
. The 45ST8
anal3sis 0or Swatch concludes the 0ollowing:
4olitical

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>irst o0 all" the conclusion can 2e made that Swit9erland :the countr3 where Swatch
assem2les its products; is a political sta2le countr3
)
. This means that SwatchJs assem2l3
and production 0acilities are not prone to an3 political insta2ilities and the risk o0
operating there is relati6el3 low. Swatch is also present in less sta2le countries" howe6er
the continuit3 o0 Swatch is not in danger" since none o0 their 6ital production 0acilities are
located outside o0 Swit9erland
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. .part 0rom this" there is also a downside to operating in
Swit9erland. Swiss authorities are keeping a 6igilant e3e on all imports" e7ports and
merchandise in transit. 5speciall3 when it comes to the 2randing the products as 2eing
Swiss8made :which is a =ualit3 s3m2ol in the watch making world;" the authorities are
6er3 strictse6ere
!
.
5conomic
.s 0or the economic 0actors a00ecting the Swatch compan3" it is clear that the recent
economic downturn has its e00ect on almost e6er3 compan3. >or e7ample" it might
decrease the purchasing power o0 consumers and the3 ma3 also spend less mone3 on
lu7ur3 items such as watches. .nother economic 0actor is the risk o0 0oreign e7change
e7posure. Seeing that all countries Swatch is present in use a di00erent currenc3" and
especiall3 considering the presence o0 the strong 5uro in neigh2ouring countries" the
e7change rates when e7porting and importing goods will ha6e a negati6e e00ect on
SwatchJs re6enues
1
.
Social@Cultural
.n in8depth anal3sis o0 the social and cultural aspects will 2e conducted in the marketing
anal3sis section o0 this report :chapter );.
Technological
In regard to the technological aspect o0 SwatchJs e7ternal en6ironment" watch making is a
rather technological ad6anced 0ield" watches 2ecome smaller and are more ad6anced than
e6er 2e0ore. It is up to Swatch to keep up with this technological de6elopment. It can also
2e seen that e8commerce is 2ecoming more pre6alent in toda3Js world" with the wide8
spread use o0 computers" this might also 2e an technological de6elopment Swatch has to
consider.
.. &pportunities and threats
18
.nother help0ul anal3sis o0 a compan3Js en6ironment is the SK,T8anal3sis that pro6ides
a picture o0 the e7ternal and internal en6ironment o0 the e7amined compan3. >or the
e7ternal en6ironment the 0ocus will 2e on the ,T8part" which means opportunities and
threats. . ta2le summari9ing the complete SK,T8anal3sis can 2e 0ound in the appendi7Js
0igure #.
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,pportunities
There are some opportunities 0or Swatch that can 2ene0it the compan3. The 0irst one
2eing e8commerce" which o00ers more trading opportunities 0or Swatch. Customers can"
with the help o0 e8commerce" order their products online and the3 do not necessaril3 ha6e
to go to a Swatch store or a /eweller3 store. This is much more con6enient and will
persuade the customers more easil3 in 2u3ing its products
(
. . second opportunit3 0or
Swatch is to 0ocus on the lower8end o0 the watches industr3. Seeing the recent economic
downturn" 2u3ing power amongst consumers has decreased and the3 will 2e more
tempted to 2u3 the lower8end and relati6el3 cheaper watches than to choose 0or the
lu7ur3 6ariations. .nother opportunit3prospect 0or Swatch is to strengthen its 2rand name
e6en more. Kith the growing en6ironmental awareness o0 man3 people in toda3Js societ3"
Swatch could consider the Dgreen8conceptE o0 making watches and there23 strengthening
its 2rand name. This can 2e done 23 losing mercur38containing 2atteries and limit the
amount o0 nickel materials in a watch" since these are harm0ul 0or the en6ironment
#$
. .
last opportunit3 is the /oint 6enture with Tourneau. This compan3 is recognised
acknowledged 23 the Guinness Korld *ecord as the largest watch store around the world.
Swatch steps into the retail stores all o6er the ?S under the name o0 Tourneau. This o0
course +aturall3" this creates great opportunities 0or Swatch in the ?S market. " moreo6er
especiall3 2ecause these stores are also located in some o0 the premium and lu7ur3 outlet
malls in .merica
#
.
Threats
Besides the opportunities" there are also certain threats that Swatch 0aces. .n clear
o26ious threat" as also alread3 mentioned 2e0ore" is the current economic recession
which will decrease consumerJs 2u3ing power and there0ore also a00ects SwatchJs sales.
.nother threat that pre6ails in the watch market is the presence o0 man3 counter0eit
products. Katches are one o0 the most desired items to 2e 6ictims o0 illegal duplication 23
means o0 counter0eit and selling them on as 2eing the Dreal dealE
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. >urthermore" possi2le
product 0ailures will also ha6e a negati6e e00ect on Swatch. Swatch and Swiss watches in
general" are known 0or their accurac3 and relia2ilit3
#%
. I0 there is a product 0ailure that
pro6es this image wrong" it will damage the 2rand image. This is 2ecause not a lot o0
product 0ailures are present in the watch market" so it will 2e all o6er the media i0 a
0undamental 0ailure occurs. Swatch 0aces the threat o0 the high prices 0or raw material.
+aturall3" Swatch needs plastic and 0ine steel to produce a watch. &owe6er" these two
kinds o0 material are 6er3 e7pensi6e at present
#)
. Lastl3" Swatches has to deal with some
competition 0rom 0ashion houses who ha6e also decided to enter the watch market" e.g.
Gucci. These also o00er high8end watches" which turns out to 2e the more pro0ita2le
product range 0or Swatch. Competition will 2e an unwelcome threat in this regard
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.
.'. Internal en#ironmental analysis
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The mainprimar3 goal o0 an internal en6ironmental anal3sis is to 2etter understand the
compan3 itsel0. Man3 internal 0actors will in0luence a compan3Js decision making
processes and its strategies. There0ore it is 6ital 0or a compan3 to 0irst understand their
own compan3 2e0ore commencing with marketing acti6ities.
.(. Stren)ths and *eaknesses
>or the internal en6ironment o0 Swatch" the SK,T8anal3sis will 2e used again" which
can 2e 0ound re6iewed in the appendi7Js 0igure #. This time the 0ocus emphasis will 2e on
the SK8part" which means strengths and weaknesses.
Strengths
Considering SwatchJs strengths" we can 0irst conclude that Swatch has a 6er3 strong
2rand reputation and a prominent predominant market position. It is a large and
success0ul compan3 which owns man3 0amous watch 2rands. These ena2le Swatch to
capture a world leading position in the watch market
#!
. The 0act that Swatch has such a
strong 2rand reputation" also has to do with other strengths the3 possess" like their
continuous inno6ati6eness and their wide product range. These help not onl3 to maintain"
2ut also to 0urther e7pand their alread3 good reputation. Moreo6er" it will also help to
keep their customers at their compan3" so it will create 2rand lo3alt3. .nother strength o0
Swatch is their e7pertise in watch manu0acturing. This will allow them" not onl3 to
impro6e their own products" 2ut also to sell incomplete indi6idual watch mo6ements or
other watch spare parts to third parties" including most smaller watch companies.
There0ore" Swatch has a 6er3 strong upstream position in the watch industr3
#1
.
It can also 2e concluded that Swatch has a 6er3 high le6el o0 6ertical integration within
their compan3" the3 own man3 production and manu0acturing 0acilities themsel6es and
also ha6e their own distri2ution s3stem" the3 own their own stores and are in charge o0
their own design department. This is a strength o0 Swatch 2ecause the3 are in control o0
what happens in their compan3 and the3 are not depending on other outside parties"
which greatl3 reduces the risks in6ol6ed. It also reduces the production costs in6ol6ed"
since there are no middle8men that also want to gain considera2le pro0its
#'
. . last strong
point o0 Swatch is that the3 ha6e signi0icant 0unds and capital at their disposal. It shows
0rom some o0 their high costs marketing in6ol6ements" e.g. sponsoring >ormula or
other sports e6ents" etc. that Swatch is a2le to go the e7tra distance when it comes to
marketing
#(
. The3 ha6e enough 0unds to market almost e6er3where the3 want to" and o0
course this reall3 is highl3 2ene0its 2ene0icial 0or the recognition o0 their 2rand and their
sales re6enues.
Keaknesses
Swatch is a 6er3 strong 2rand" 2ut also the3 do ha6e their weaknesses. ,ne o0 the
weaknesses that can 2e 0ound identi0ied is the weak emplo3ee producti6it3. ,00icial data
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has pro6en that It has 2een shown that SwatchJs re6enue per emplo3ee is less than most
o0 their competitors. The low re6enue per emplo3ee indicates that emplo3ees are
relati6el3 less e00icient in comparison to their competitors and shows that Swatch has to
work on the producti6it3 o0 its emplo3ee
%$
. .nother weaknesses is the low asset turno6er
ratio" SwatchJs turno6er ratio is a lot lower than most o0 their competitors. >or e7ample"
in the last 3ears the turno6er ratio did not e7ceed one per cent" while the market a6erage
is a2o6e that. This indicates the poor management o0 operations and ina2ilit3 to deplo3
assets pro0ita2l3
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. >inall3" the last weakness is the high cost o0 production. Swatch is
located ins Swit9erland" where there is which has a relati6el3 high cost o0 production
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.
5speciall3 when it comes to watches in this production categor3" the prices 0or raw
materials are e7pensi6e considera2l3 high and seeing that components o0 watches are
small and there0ore complicated to produce" the3 are e7pensi6e to 0a2ricate. This leads to
Swatch ha6ing a relati6el3 low pro0it margin on the 2asic and middle ranges o0 their
watches
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.
). Marketing anal3sis
'.1 Se)mentation
The 0ollowing segmentation concerns the product line DSwatchE which is a 2rand o0
Swatch Group. .s pre6iousl3 mentioned" we ha6e chosen to 0ocus mainl3 on the watches
o0 this compan3. The o6erall segmentation is 2ased on the theor3 o0 ma/or segmentation
6aria2les 0or the consumer market
%)
. The theor3 is di6ided into 0our su2categories:
Geographic" demographic" ps3chographic and 2eha6ioural.
Geo)raphic+ Because the Swatch Group is a worldwide operating organisation
enterprise" the3 do not 2ase their segmentation on world regions or indi6idual countries"
2ut instead the3 ha6e di6ided the world populations into di00erent segments" which is not
2ounded 23 nationalities. This also applies 0or Swatch. The costumer who purchases
Swatch is located worldwide.
,emo)raphic: Swatch uses the age and li0e8c3cle segmentation" where the3 o00er
di00erent t3pes o0 products" through 6arious t3pes o0 marketing" to man3 di00erent age
groups
%-
. Swatch appeals to the teenagers 23 o00ering a product line called DCreart 23
SwatchE which is a range o0 products designed 23 street painters and other artists
%!
. .t the
same time Swatch targets the adults whom might pre0er a more classic watch as 0or
e7ample 0rom the D>ull BloodedE collection
%1
. The wide range o0 products appeals to 2oth
male and 0emale consumers" especiall3 their DLi0est3le M 0or herE and DLi0est3le M 0or
himE makes this 6er3 clear. >or the women0emales" the watches are designed more to
look like a 2racelet. The colours and moti6es used are 6er3 0eminine and the moti6es
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used
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. >or the men the watches are 2igger" in colours which are assumed to 2e more
appealing to men
%(
. The income o0 this segment 6aries 0rom low to middle" 2ecause the
watches are in the price range o0 O%$ to O!$
)$
.
Psycho)raphic+ The social class o0 this segment reaches 0rom lower to upper middle
class" this is 2ased on the pre6iousl3 mentioned price o0 the products. The Swatch
product range is aimed at di00erent li0est3les. The3 o00er products to a ph3sical acti6e
segment" 23 o00ering a product line such as DSwatch SnowpassE where 3ou can store
di00erent ski passes and access ski runs simpl3 23 using 3our watch as access card on the
watch
)
. .t the same time" the3 o00er watches 0or a di00erent segment which might
emphasis =ualit3 and the more classic design o0 a watch" 2ut still within a reasona2le
price range.
-eha#ioural+ Swatch has made a watch 0or all occasions. There are watches 0or 2eing
acti6e" with the DSwatch SnowpassE" the more classical watches and watches 0or making
a 0ashion statement. Swatch has also launched products 0or special occasions such as:
MotherJs Da3" Falentine and Chinese +ew Pear. These products are launched to create
costumer awareness to the Swatch 2rand and to gi6e the costumers o0 Swatch an
alternati6e to the traditional 0lowers and /eweller3. I0 3ou appl3 the theor3 o0 Bu3ing
Decision Beha6iour
)#
" this segment is in the DFariet38Seeking Bu3ing Beha6iourE"
2ecause when the costumers purchase a Swatch watch" it is low in6ol6ement" mainl3 due
to the low to medium price. The costumers do percei6e there to 2e a signi0icant di00erence
2etween Swatch and other 2rands" what can 2e attri2uted mainl3 due to the distinct
marketing and promotion polic3 23 o0 Swatch.
'.2 $ar)etin)
Swatch uses di00erentiated marketing to target its segments. Khen using this strateg3 the
compan3 chooses se6eral market segments and then the3 design separate o00ers 0or each
o0 the chosen particular groups
)%
. It is clear that Swatch uses this strateg3 when 3ou look
at the man3 di00erent t3pes o0 product lines the3 ha6e. Their marketers targets e6er3thing
0rom teenagers with the DCreart SwatchE" the ph3sical acti6e segment with DSwatch
SnowpassE to the segment which re=uires a classical watch o0 good =ualit3 0or a low to
middle price. Swatch has chosen this strateg3 to gain a strong position in 6arious parts o0
the watch market" howe6er this also means increased costs 0or them" since all the
di00erent product lines are marketed in 6arious wa3s. :see chapter ).-;
'. Positionin)
I0 Swatch were to 2e positioned in a positioning map" which included all o0 their di00erent
product lines" there can 2e no dou2t that Swatch would dominate the map in almost all
categories" since the3 suppl3 man3 di00erent segments with watches. Swatch en/o3s the
competiti6e ad6antage o0 ha6ing products to o00er to numerous segments" and people in
di00erent stages o0 the age and li0e8c3cle.
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'.' Product strate)ies
Being one o0 the Swatch GroupJs products" the Swatch line is mostl3 considered as te
innovation in the watch market and the dri6ing 0orce 0or the success o0 the Swiss 2ased
holding compan3
))
. But what made this 2rand so success0ulA
,ne o0 the most important 0actors was the in6ention o0 a new production method that
simpli0ied the assem2ling signi0icantl3. .s an outcome o0 the watch industr3 crisis in the
('$s" SM&
)-
introduced a watch which consisted o0 onl3 - pieces" rather than the
usual ( pieces or more o0 mechanic watches. . 0urther inno6ation was that these -
spare parts were mounted directl3 into a dura2le plastic case. Thanks to this technical
inno6ation" the Swatch group was a2le to produce a00orda2le" high =ualit3 watches that
appl3 to a wide range o0 customers.
)!
,n the 2asis o0 those competiti6e ad6antages" the Swatch group chose a smart strateg3
0or its product in the so called Dblue ocean#. .ccording to <im and Mau2orgne :#$$-a"
2" c; the 2lue oceans denote an en6ironment where products are not 3et well8de0ined 3et"
competitors are not structured and the market is relati6el3 unknown. Companies that sail
in the 2lue oceans are those 2eating the competition 23 0ocusing on de6eloping
compelling 6alue inno6ations that create uncontested market space. This strateg3 is 0ull3
applica2le to Swatch watches.
The C5, and 0ounder o0 Swatch Group" +icolas &a3ek" once said: DKe made a message
out o0 the Swatch 2rand rather than making an image out o0 itE. This statement re0lects
the strateg3 0or the 2lue ocean 6er3 well and illustrates the intended product positioning"
i.e. the percei6ed image 23 consumers :4. <otler and G. .rmstrong" #$$!:'';. Kith
continuous inno6ation and trend3" colour0ul design" Swatch watches ha6e 0ocused more
on li0est3le" pro6ocation o0 societ3 as well as /o3 o0 li0e rather than regarding a watch as
an instrument to check the time. +umerous striking no6elties strengthened the compan3Js
position in the watch market" e.g. the worldJs thinnest plastic watch" a watch with
integrated ski pass and the 0irst digital watch as well as watches that are a2le to 2rowse
the internet.
)1
.ccording to 4. <otler and G. .rmstrong" :#$$!:(; the competiti6e ad6antage o0 this
line is 2uilt on image di00erentiation" meaning that the 2rand image should con6e3 the
productJs distincti6e 2ene0its and positioning. Khat makes Swatch watches so uni=ue is
their colour0ul and st3lish design that appeals to the consumers demand 0or indi6idualism
paired with the 2rands message mentioned pre6iousl3. . closer look at the enormous
product di6ersit3 o0 the Swatch line attests that there is pro2a2l3 a Swatch that 0its the
wrist o0 e6er3 2o3 or girl" men or woman in this world
)'
.
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'.( Promotion strate)y
To 0urther e7plain the promotion strateg3 that the Swatch Group is pursuing pursues" one
must e6aluate the di00erent marketing strateg3 theories. .ccording to 4. <otler and G.
.rmstrong :#$$!:'#; 0our 2asic strategies" whose names are sel08e7plaining" can 2e used:
undi00erentiated :mass; marketing" di00erentiated :segmented; marketing" concentrated
:niche; marketing and micromarketing :local or indi6idual marketing;. .s alread3 stated
in chapter ).#" the segmented marketing strateg3 0or promotion is used 2ecause through
the wide range o0 products" 0rom lu7ur3 to 2asic" di00erent market segments are targeted
and design are o00ered 0or each segment. &owe6er" this paragraph 0ocuses onl3 on the
promotion o0 Swatch watches.
Khen it comes to promotion" the 0irst =uestion is which di00erences or competiti6e
ad6antages to promote :4. <otler and G. .rmstrong" #$$!:(#;. The theor3 o00ers di00erent
criteria 2ut onl3 some are applica2le to Swatch. Most important criteria 0or Swatch
watches are their superiority in $uality% distinctiveness and affordability that are
channelled through di00erent promotion e6ents that will 2e e7plained later in the last
paragraph o0 this section. Closel3 related to the =uestion what to promote" is the 6alue
proposition o0 the product :4. <otler and G. .rmstrong" #$$!:(%;. The positioning o0
Swatch watches clearl3 0its into the 6alue proposition o0 more for less% i.e. to o00er 2etter
products 0or lower prices than competitors.
)(
The promotion itsel0 is done 23 numerous methods. Be3ond normal tele6ision and
maga9ine ad6ertising campaigns" Swatch entered new dimension 0or promotion.
-$
It
started in the earl3 3ears with spectacular e6ents" e.g. 2uilding a %8ton" !# meter high
giant Swatch at the head=uarters o0 the Commer92ank in >rank0urt.
-
Since then the
Swatch watches were promoted partl3 on 2ig cele2rations that are hosted 23 the Swatch
group itsel0 0or special occasions like the %%% millionth watch" or at 2ig sport e6ents.
-#

>or e7ample" Swatch is the o00icial timekeeper 0or the ,l3mpic games as well as 0or the
world cup competitions o0 winter sports.
-%
In coherence with their concept o0
indi6idualism and /o3 0or li0e is the increased commitment into trend sports like 2each
6olle32all" snow2oarding and 0ree skiing and 2iking. Swatch Group 2uilt se6eral snow
and 2iking parks across 5urope 0or 3oung" trend3 customers. This de6elopment is 0urther
complimented 23 the creation o0 a we2 plat0orm 0or Swatch customers to communicate
with each other and e7change snow or 2iking 6ideos.
-)
.nother 6er3 inno6ati6e and uni=ue promotion strateg3 are the so called instant sops. In
most shopping districts around the world the same shops and chains can 2e 0ound. Thus"
Swatch decided to tackle this trend with its concept. These instant stores are temporar3
2uilt up at crowded and e7citing places" e.g. concerts" e6ents" 0esti6als" 2ut also in main
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shopping streets to promote the products.

--
In 0act" this is a 6er3 smart approach to
increase sales and there23 also impro6ing the consumerJs compan3 awareness. But what
made the instant stores so success0ul is the 0act that the Swatch watches are cheap enough
to pro6oke the impulsi6e 2u3ing 2eha6iour o0 customers that 2u3 a new watch according
to season or to their current mood.
-!
'.. A truly standardi/ed approach for market entry0 pricin) and distribution
,ne ke3 0actor 0or the 2randJs success that is closel3 related to the distri2ution and
pricing is their marketing standardi9ation. In contrast to the marketing adaoption model"
the marketing standardi9ation suggest an undi00erentiated marketing mi7 trans0er across
international 2orders :&ollensen"#$$':#(1;.
The theor3 0rom &ollensen suggests se6eral 0actors that 0a6our the standardi9ation
approach" e.g. economies o0 scale" centrali9ed management" con6ergence o0 tastes and
consumer needs and high degree o0 trans0era2ilit3. .pplied to Swatch" these 0actors are
all 0ul0illed. The main production o0 huge =uantities takes place in Swit9erland what
allows the corporate head=uarters in Biel" Swit9erland" to implement new product lines
=uickl3 and to adhere to the tight regulations 0or DSwiss madeE watches.
-1
.lso the last
point" a high degree o0 trans0era2ilit3 is 6alid 0or the Swatch watches that target
worldwide segments rather than geographic areas.
-'
In order to o2tain the standardi9ed
marketing approach" Swatch pursues a hierarchical market entr3 mode
:&ollensen"#$$':#$#;. In this entr3 mode" the production takes places in the countr3
where the head=uarters are located. >rom there" the products are e7ported 23 an own
distri2ution network to the compan3Js retailers located across the world" lea6ing out third
part3 importer or distri2utors to cut costs. Swatch products are mainl3 distri2uted 23 their
glo2al distri2ution network. In countries without an own distri2ution su2sidiar3" the
compan3 is represented 23 dealers appro6ed 23 the Swiss head=uarters.
-(

Swatch GroupJs e7tensi6e retailer network consists o0 around -$$$ retailers" more than
-$$ Swatch stores" $$$ shop8in8shops and some )$ kiosks that are mainl3 present at
high tra00ic international airports.
!$
To conclude" the Swatch Group is a highl3 6ertical
organi9ed compan3" managed 0rom the head=uarter in Swit9erland that coordinates the
standardi9ed marketing approach worldwide.
This standardi9ed strateg3 0or the marketing mi7 is 0inall3 complemented 23 the pricing
strateg3 0or Swatch watches. Swatch Group has chosen a worldwide price standardi9ation
0or the Swatch line :&ollensen" #$$':%%(;. Based on their original corporate strateg3" to
produce a00orda2le 2ut high =ualit3 watches" the 0ounder o0 Swatch Mr. &a3ek has kept it
promise until toda3. Swatch watches are a6aila2le in almost e6er3 countr3 0or the same
price" ranging 0rom %$O up to !$O.
!
-. Conclusion
--
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.0ter some e7tensi6e research and se6eral anal3sis o0 the watch manu0acturer Swatch in
regard to marketing" the conclusion can 2e made that Swatch is a 6er3 strong 2rand and is
highl3 competiti6e. .s descri2ed in chapter two" Swatch Group has achie6ed a leading
position in its industr3. .dditionall3" the compan3 has achie6ed 6er3 positi6e results in
the past 0i6e 3ears" especiall3 when 3ou compare these results to the competition.
>rom the anal3sis in chapter three it can 2e noted that Swatch is operating in a 6er3 sta2le
en6ironment. The demand 0or watches is constant and it does not seem to 0luctuate a lot.
The3 encounter 0ew pro2lems" and the3 cope =uite well with the ones the3 do. Moreo6er"
when anal39ing SwatchJs strengths and weaknesses" we can conclude that Swatch has
man3 strong points and can =uite easil3 address their weak points. Swatch also 0aces a lot
o0 opportunities that will potentiall3 help them in maintaining and 0urther de6elop their
compan3Js successes. This all leads to Swatch 2eing a2le to capture a considera2le
market share" not onl3 in the Swiss market" 2ut also in markets around the world.
Based on a highl3 competiti6e" e7traordinar3 product" Swatch has created a success0ul
strateg3 0or its marketing mi7 and strateg3. Because the product targets not geographical
regions" 2ut worldwide segments" the promotion is tailored according to the message the
2rand wants to deli6er: high 0ashiona2le" a00orda2le and high =ualit3 watches that 0it
e6er32od3Js wrist. Based on the products" promotion" distri2ution and market entr3
modes the marketing strateg3 is 6er3 standardi9ed. The promotion is 0urther
complemented 23 e7citing sport and social e6ents" 2ut also inno6ati6e 0eatures like the
instant shop" that which attract the attention o0 customers.
56en though Swatch has 2een 6er3 success0ul in manu0acturing watches" there are still
opportunities 0or Swatch to e7pand on their success. >or e7ample" it could 2e reall3
pro0ita2le 0or them to tap into the growth o0 e8commerce in recent 3ears. Moreo6er" it can
also 2e recommended 0or Swatch to 0ocus more on the lower8end o0 the watch segment.
Considering the economic recession" most o0 the consumers ha6e less 2u3ing power and
Swatch would 2e smart to adapt to the changed circumstance. It would also 2e an idea 0or
Swatch to strengthen their 2rand reputation e6en 0urther and promote a more green image
o0 their watches. In regard to the increase in en6ironmentall3 concerned consumers" this
could 2e 6er3 pro0ita2le. Lastl3" the /oint86enture esta2lished with Tourneau can 2e
e7panded e6en 0urther to get a 2etter grip on the ?S market and to impro6e its market
share on the .merican continent.
%
Bi2liograph3
-ooks
<otler" 4. and .rmstrong G. :#$$;" & customised edition of Principles of Marketing%
ed." 4earson 5ducation Limited" 5sse7.
&ollensen" S. :#$$'; " Essentials of Global Marketing% ed." 4earson 5ducation Limited"
5sse7
Articles
Mudam2i" *. :#$$-;" !randing 'ime( )*atc and Global !rand Management" Temple
?ni6ersit3
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>igure #