Conclusion

Pierre-Yves Donzé

Chapter 10 in A Business History of the Swatch Group, 2014, pp 130-136 from Palgrave Macmillan

Abstract: Abstract Over a period of 15 years, between 1985 and 2000, the Swatch Group underwent profound change, which transformed it from a disparate conglomerate of weakly integrated Swiss watchmaking firms into a centralized, rationalized, and globalized multinational company Whereas during the 1990s and the 2000s its Japanese rivals continued their stubborn race for technological innovation, which they saw as the driving force of a possible new phase of growth, the Swatch Group managed to establish itself as the world’s leading watchmaking group without introducing any fundamental innovation in the technical field. This “non-technological innovation”, as Jeannerat and Crevoisier call it,1 was primarily based on two complementary policies: the rationalization of the production system, on the one hand, and the adoption of a new marketing strategy, on the other.

Keywords: World Market; Family Firm; Multinational Company; Industrial District; Luxury Brand (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-38908-4_10

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DOI: 10.1057/9781137389084_10

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