臺灣博碩士論文加值系統

Traditional luxury industries and digital technologies are first believed to be incompatible in essence. With the increasing sophistication of technological development, leveraging digitalization in luxury watch industry is still disputable and lack of empirical evidence. Therefore, this research paper focuses on sorting out the influences of digitalization on marketing initiatives of a luxury watch firm and whether it is a suitable strategic response to deal with the industry’s structural issues. The thesis also aims to dig out what else luxury watchmakers might consider to continuously achieve success in a increasingly digital and globalized marketplace.

To realize the above research objective, the thesis takes single case approach and provides a systematic examination and critical analysis that relies on qualitative data structured on McCarthy’s marketing mix model. Swatch Group is chosen because continuously refining marketing strategy empowered it to gain success in the digital era and retain the ability to set a standard beyond whole luxury watch industry.

The contribution of the thesis is that implementing digitalization is a viable strategy for Swatch Group because its expertise lead in innovation and abundance of financial assets gives it a solid reason to pursue digital transformation in order to maintain the leadership. But this couldn’t be generalized to mean that every watch firm should pursue certain degree of digitalization to apply to each of their marketing initiatives. Regardless of the potential benefits digitization might bring about, it is essential for top management team to consider the optimal degree of leveraging digitalization.

ACKNOWLEDGEMENT III
ABSTRACT V
TABLE OF CONTENTS VII
LIST OF FIGURES IX
LIST OF TABLES XI
CHAPTER 1 INTRODUCTION 1
1.1 BACKGROUND OF RESEARCH 1
1.2 MOTIVATION & OBJECTIVE OF RESEARCH 2
1.3THESIS OUTLINE 4
CHAPTER 2 LITERATURE REVIEW 5
2.1BRAND MANAGEMENT 5
2.2 DIGITALIZATION & DIGITAL TRANSFORMATION STRATEGY 6
2.2.1 Definition of Digitalization 6
2.2.2 Development of Digital Transformation Strategy 7
2.3 MARKETING MIX 10
2.3.1 Traditional Marketing Mix Model 10
2.3.2 Evolution of McCarthy’s Marketing Mix: E-marketing Mix 11
2.3.3 How Digitalization Influences Marketing Mix in Luxury Watch Industry 12
2.3.3.1 Digitalization of Product 13
2.3.3.2 Digitalization of Price 14
2.3.3.3 Digitalization of Promotion 14
2.3.3.4 Digitalization of Place 17
CHAPTER 3 RESEARCH METHODOLOGY 19
3.1RESEARCH METHOD 19
3.2 DATA COLLECTION 20
CHAPTER 4 CASE STUDY BACKGROUND 21
4.1 A LOOK BACK IN THE SWISS WATCH INDUSTRY 21
4.1.1 The Quartz Crisis 21
4.1.2 The Fashion Revolution: Swatch Legend 21
4.1.3 Shifting Towards Luxury & Mechanical Counterrevolution 22
4.2 INDUSTRY OVERVIEW 24
4.2.1Landscape of Swiss Watch Industry 24
4.2.2 Swiss Watch Industry in the Global Context 27
4.3 HISTORY AND DEVELOPMENTS OF SWATCH GROUP 29
4.4 COMPANY OVERVIEW OF SWATCH GROUP 32
4.4.1 From Low-end to High-end Brand Mix 32
4.4.2 Strategic Branding Management 34
CHAPTER 5 CASE STUDY ANALYSIS 35
5.1 CHALLENGES FACING SWISS WATCH INDUSTRY 35
5.1.1 Structural Challenges and Current Status of Industry 35
5.1.1.1 Growing Vertical Integration of Production 36
5.1.1.2 Transformation at Distribution Channels 39
5.1.1.3 Increasingly Strict Criteria for the” Swiss Made” Label 41
5.1.2 Rising Pressure of Demand Change 42
5.1.2.1 More Digitally Influenced Luxury Sales 42
5.1.2.2 Changing Definition of Luxury & Omni-channel Interaction to Young Generation 43
5.1.2.3 Popularity of Smart Wearable Devices 45
5.1.2.4 Additional Threat from Chinese Consumption Habits and Watch Production 46
5.2 PURSUANCE OF DIGITAL TRANSFORMATION SUGGESTED TO TACKLE INDUSTRY’S CHALLENGES 47
5.3 HOW HAS SWATCH GROUP TRANSFORMED ITS MARKETING MIX(4P) IN DIGITAL ERA 48
5.3.1 Digitalization of Product 49
5.3.1.1 Vertical Integration of Production System & Tighter Regulations of “Swiss made” Label 50
5.3.1.2. Distinctive Product Design & Innovation Among Brands 50
5.3.1.3.Tech-driven New Products or Partnerships with Tech Companies 52
5.3.2 Digitalization of Price 54
5.3.2.1 More Lower-priced Product Categories 54
5.3.2.2 Defensive Price Adjustment Policy 54
5.3.3 Digitalization of Promotion 55
5.3.3.1 Repositioning & Diversifying Brand Portfolio 56
5.3.3.2 Focusing on Brand Message & Emotional Bounding 57
5.3.3.3 Increasing Emphasis of Online and Social Media Communication 58
5.3.4 Digitalization of Place 59
5.3.4.1 Strengthening of Sales Network 59
5.3.4.2 Rise of E-commerce 60
5.3.4.3 Basel Fair Halved the Size in 2018 63
5.4 PERFORMANCE EVALUATION 64
CHAPTER 6 CONCLUSION 69
6.1 CONCLUSION &IMPLICATIONS REGARDING SWATCH GROUP’S COMPETITIVE POSITION 69
6.2 RECOMMENDED SUGGESTIONS FOR SWATCH GROUP TO REMAIN COMPETITIVE IN DIGITAL ERA 73
6.2.1 Product: Reinforcing Its Innovative Image 73
6.2.2 Price: Lowering the Product Barrier 74
6.2.3 Promotion: Mastering Digitalization & Social media to Enhance Brand Experience 75
6.2.4 Place: Accelerating Online-offline Channel Integration 76
6.3LIMITATION & FUTURE RESEARCH 77
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