Swatch 2
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The document discusses research conducted on watch purchasing behaviors and the Swatch brand. It explores factors like timing, information search, spending habits, and motivations for purchase. Males research more than females. Durability is most important to males while brand is more important to females. Young people feel Swatch is stylish, fun, and energetic but hesitant about plastic watches. Swatch has high brand awareness. Suggestions include separating product lines, improving durability, sponsorships, and print/online advertising.
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Swatch is a highly successful Swiss watch company known for its colorful, affordable watches. Founded in 1983, Swatch revitalized the struggling Swiss watch industry through fun designs, low prices made possible by mass production techniques, and targeting of young consumers. Swatch utilized strategies like frequent new product launches, global retail presence, and portraying its watches as affordable luxury items from Switzerland, known for watchmaking quality. This helped make Swatch the most popular wristwatch brand worldwide with over 600 stores.
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This document outlines different categories and brands in the watch industry categorized by prestige, luxury, high, middle and basic ranges. It provides information on who the brands are, what they stand for, their competition and price ranges for each category. The top category is prestige and luxury watches ranging from $49,500 to over $1 million from brands like Omega, Blancpain and Breguet. The next category is high-end watches from $600 to $12,150 from brands such as Longines and Rado. The middle category spans $150 to $6,695 from brands like Tissot, Hamilton and Certina. The basic category includes affordable Swiss watches under $370 from Swatch.
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The Swiss watch industry lost market share from 80% to 42% due to problems with strategy, structure, management, price, and technology. Hayek decided the industry could no longer retreat and spearheaded a turnaround. Hayek's strategy included broad market presence across price segments and developing the Swatch brand - a low-cost quartz watch marketed as an "emotional product" through unique design, frequent collections, and guerrilla marketing. This approach was a success, making Swatch the best-selling watch in history. Currently, Swatch ensures relevance through continued innovation across synergistic brands and a focus on the consumer decision journey with digital marketing.
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This document discusses marketing principles and strategies used by Swatch watches. It covers Swatch's history of bankruptcy in the 1980s due to a focus on production over customers. Swatch redesigned its watches to be thinner, cheaper to produce, and offered in diverse styles and colors. Its marketing mix included $40 watches promoted through unique advertising. Swatch targeted teens and young adults with reliable, stylish watches at a lower price point than competitors, positioning itself for success.
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Swatch is a global brand founded in 1983 by Nicolas Hayek that launched the first line of plastic quartz analog watches. The name "Swatch" refers to a second watch intended as casual accessories. Swatch's target market is teenagers and young adults aged 15-34 who prefer innovative, fashionable timepieces suitable for an active lifestyle. Swatch segments its market demographically by age, with the most lucrative being 15-34, and geographically as the brand is worldwide.
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The document summarizes research on brand awareness in the luxury watch industry. It reviews 5 studies that examined topics like gender differences in luxury brand perception, the relationship between brand awareness and purchase decisions, the impact of branding strategies on line extensions, luxury firms' use of internet technologies, and the effect of social media marketing. The document also discusses the need to study brand awareness of luxury watches to help companies target marketing, differentiate products, and set pricing. It describes the research methodology used and outlines key findings and conclusions, such as the prominent role of social media and strong brand recognition of TAG Heuer, Cartier, and Rolex.
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1) The document discusses research conducted by Adidas to understand consumer perceptions of their Adidas Original brand. Interviews found high awareness of "Adidas" but low awareness of the difference between Adidas Original and Adidas Performance.
2) Consumers viewed Adidas Original as trendy but somewhat outdated. They were not trend-focused and had low brand loyalty. Distribution and confusion between Adidas Original and Performance were identified as major problems.
3) Recommendations included limited edition co-designed products, multi-channel placement in fashion stores, runway shows, print ads, and store events to enhance the fashion image and address problems.
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This document provides an overview of consumer insights and market research for developing marketing strategies. It discusses:
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2) Examples of consumer insights for brands like Tide detergent and how insights are formed based on consumer, category, and brand truths.
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4) Different types of market research like qualitative research to build concepts, quantitative research to test concepts, and retail audits to track brand performance.
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Using social media for market research and new product development: the case of Hallmark:
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Microsoft should leverage its brand equity and leadership in desktop technologies by extending its Office for Small Business software to an online portal solution. This would allow it to capitalize on emerging trends like workforce mobility and online collaboration, while protecting its core business through familiar functionality and bundling strategies. The extension addresses small businesses' needs for cost-effective, mobile software solutions while maintaining Microsoft's market position.
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The document summarizes research conducted on introducing the fashion brand Zara to the Boston market. It provides an overview of Zara's business model and SWOT analysis. It then outlines research objectives to evaluate consumers' purchasing behaviors and attitudes toward Zara. The methodology section describes a survey of 100 people to understand awareness, usage, factors influencing purchase decisions, and recommendations for launching Zara. Key findings indicate 58% awareness but low purchase rates. The conclusion recommends launching Zara in Boston targeting young women, and provides suggestions around product, price, promotion, and placement.
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