SWOT Analysis Swatch Group

SWOT Analysis Swatch Group Strength In 2010, the Swatch Group has managed to introduce $ 10 billion of sales through presentation of 19 brands meeting the demands of the established market segments (Deshpander et al. 3). In addition, the company’s success was due to the revival of famous brand Omega confronting Rolex. Finally, introducing advanced Co-Axial technologies has allowed the company to sustain a competitive advantage successfully.Advertising We will write a custom case study sample on SWOT Analysis Swatch Group specifically for you for only $16.05 $11/page Learn More Weakness Despite the success of the company and focus on multi-brand development, the company experienced a serious financial recession in 2009. Apparently, the decline was due to the establishment of high-cost monopolized boutiques that were less competitive as compared to those offering multiple brands. Time-sensitivity was another issue that the Swatch Group had to face. Opportunity In order to follow the company mission to introduce value as a priority for product promotion, it was highly important to cooperate with the leading manufacturers of the watch parts, such as Nivarox (Deshpander et al. 5). In addition, the CEO of the Swatch Group, Nick Hayek, has introduced a new communication strategy focusing on developing brands and inviting such celebrities as Daniel Craig and George Clooney as sponsors. Threat A narrow-focused approach on branding campaign can limit the competitiveness of the company and introduce potential threat on the part of other competing businesses. Analysis With regard to the SWOT analysis, it is possible to highlight a range of brand strategies that a company has introduced to meet the customer demands. In particular, Hayek has introduced a multi-brand concept development that allowed to stay afloat and face all possible risks at losing a certain brand. Focus on brand development, on the one hand, might lead to the loss of certain consumers due to the ina bility of the producers to predict the needs and preferences. On the other hand, developing brand families based on innovation management is a step forward toward penetrating to an international market. Finally, maintaining a monopoly in brand development, which can lead to a less attractive image of the company’s product. Recommended Action Despite a well-organized and consistent strategy of promoting brand image through advancement of technology, development of brand families, and improving communication techniques, the company should still pay attention to the threat of their monopolized brand development.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Promoting a single brand to various markets can increase profitability, but for a short period because it is impossible to expand customer base endlessly. Therefore, the Swatch Group should work on expanding their cu stomer segments, but not on developing the concept of the Marketing Mix. Focus on product development and quality improvement should be a priority for the company to meet consumers’ fast-changing demands. Exploring new possibilities for enhancing product functionality is much more beneficial because it can change the fixed costs, as well as the controlling variables. Emphasis placed on technology innovation is relevant because it contributes to the development of new products and brands. However, the watch manufacturers should strike the balance between quality and functionality to meet the demands of broader market segments. Marketing Plan The marketing strategy of the Swatch Group should pay attention to high quality, low costs, and accurate watch materials. The main objective of the company consists in achieving innovation and creativity, which leads to expansion of the international market, as well as establishment of a strong brand loyalty among the consumers. The compan y’s marketing mix concept should consist of the following aspects: Target Market The target consumers of the Swatch Group involve those who are interested in exclusivity and exceptional quality. However, this segment is too narrow for the company to increase its revenues. The focus on uniqueness is beneficial, but the unique products can be sold at much lower prices. Such a strategy can expand the customer base significantly. Product The company provides greater opportunities for developing a wide range of products. However, creating a broad range of watches can lead to increased cost, which does not contribute to company’s profitability and performance.Advertising We will write a custom case study sample on SWOT Analysis Swatch Group specifically for you for only $16.05 $11/page Learn More Pricing The pricing strategy should be limited to the exclusiveness of the product and emphasize its high quality. Therefore, all products offered by the c ompany are of premium price. Apart from this strategy, the Swatch Group should also develop the strategy that would propose moderate prices to middle-class consumers. Promotion Interactive and direct promotion is possible through Internet because it can reach larger amounts of target customers. Therefore, the Swatch Group can introduce its advertisement on various websites. Distribution/Place Promotion strategy should be connected with strengthening the positions that have already been established. This strategy can increase the popularity of the brand and provide new opportunities for company’s development. Measurement In order to measure the outcomes, it is necessary to take control of the customer’s feedback placed on the websites, as well as the sales growth rates. In addition, the company can spend some time on research and development activities to define which segment of the market is the most active one and which one is passive. The latter can be identified as a weakness that can further be improved by the above-identified strategies. Deshpander, Rohit, Karol Misztal, and Daniela Beyersdorfer. â€Å"The Swatch Group†. Harvard Business School. (2012): 1-25.

Hindenburg - A Giant and Luxurious Zeppelin

Hindenburg - A Giant and Luxurious Zeppelin In 1936, the Zeppelin Company, with the financial aid of Nazi Germany, built the Hindenburg (the LZ 129), the largest airship ever made. Named after the late German president, Paul von Hindenburg, the Hindenburg stretched 804-feet-long and was 135-feet-tall at its widest point. That made the Hindenburg just 78-feet shorter than the Titanic and four times larger than the Good Year blimps. The Design of the Hindenburg The Hindenburg was a rigid airship definitely in the Zeppelin design. It had a gas capacity of 7,062,100 cubic feet and was powered by four 1,100-horsepower diesel engines. Although it had been built for helium (a less flammable gas than hydrogen), the United States had refused to export helium to Germany (for fear of other countries building military airships). Thus, the Hindenburg was filled with hydrogen in its 16 gas cells. External Design on the Hindenburg On the outside of the Hindenburg, two large, black swastikas on a white circle surrounded by a red rectangle (the Nazi emblem) were emblazoned on two tail fins. Also on the outside of the Hindenburg was D-LZ129 painted in black and the airships name, Hindenburg painted in scarlet, Gothic script. For its appearance at the 1936 Olympic Games in Berlin in August, the Olympic rings were painted on the side of the Hindenburg. Luxury Accommodations Inside the Hindenburg The inside of the Hindenburg surpassed all other airships in luxury. Though most of the airships interior consisted of gas cells, there were two decks (just aft of the control gondola) for the passengers and crew. These decks spanned the width (but not the length) of the Hindenburg. Deck A (the top deck) offered a promenade and a lounge on each side of the airship which was nearly walled with windows (which opened), allowing passengers to watch the scenery throughout their trip. In each of these rooms, passengers could sit on chairs made of aluminum. The lounge even featured a baby grand piano that was made of aluminum and covered in yellow pigskin, weighing only 377 pounds.Between the promenade and the lounge were the passenger cabins. Each cabin had two berths and a washbasin, similar in design to a sleeping room on a train. But in order to keep weight to a minimum, the passenger cabins were separated by only a single layer of foam covered by fabric. Toilets, urinals, and one shower could be found downstairs, on Deck B. Deck B (the lower deck) also contained the kitchen and the crews mess. Plus, Deck B offered the amazing amenity of a smoking room. Considering that hydrogen gas was extremely flammable, the smoking room was a novelty in air travel. Connected to the rest of the ship through an airlock door, the room was specially insulated to keep hydrogen gasses from leaking into the room. Passengers were able to lounge in the smoking room day or night and freely smoke (lighting from the only lighter allowed on the craft, which was built into the room). The Hindenburgs First Flight The Hindenburg, a giant in size and grandeur, first emerged from its shed in Friedrichshafen, Germany on March 4, 1936. After only a few test flights, the Hindenburg was ordered by the Nazi propaganda minister, Dr. Joseph Goebbels, to accompany the Graf Zeppelin over every German city with a population over 100,000 to drop Nazi campaign pamphlets and to blare patriotic music from loudspeakers. The Hindenburgs first real trip was as a symbol of the Nazi regime. On May 6, 1936, the Hindenburg initiated its first scheduled transatlantic flight from Europe to the United States. Although passengers had flown on airships for 27 years by the time the Hindenburg was completed, the Hindenburg was destined to have a pronounced affect on passenger flight in lighter-than-air crafts when the Hindenburg exploded on May 6, 1937.