This is really "no old man".
From the point of view of the clock manufacturing industry, before Swatch group, the "Swiss made" watch is only a "utility" that attracts consumers with the use value of the watch and the work of the Seiko. It is Nicholas Hayek's brand strategy and automatic production that makes Swatch truly innovative: the Swiss watch's tradition and culture have been successfully transformed into marketing resources. Swiss watches have become the jewellery of personalities and are linked to fashion, art and extravagant extravagance.
We found the staggering sales figures of the year: in March 1, 1983, we started selling only 12 styles at the initial stage, between 39 and 50 francs, and sold 3 million 500 thousand Swatch watches at the end of 1984. When Nicholas Hayek is alive, he does not worry about the future. He said, "we produce 1500-2000 million pieces of Swatch each year, which is incomparable to any Swiss watch factory, and Swatch still brings us a lot of profit."
For the Swatch group based in Bill (Biel), it has bought Blancpain and Breguet, including OMEGA (Omega), repositioned its brand in the same year, aimed its goals in the deluxe field, and then made a substantial increase in profit. Hayek foresaw early that the future battle for tabulation would not happen between Switzerland and Japan (the "quartz crisis of 1970s"), but the formation of several highly competitive horological groups.
We have been privileged to witness the establishment of this pattern in the last decade or so, which can be said to be a pattern of high-level watchmaking in Switzerland and global competition.
In addition to Swatch, the other two giants are Richemont Group, which owns Cartire and Vacheron Constantin, and LVMH group, which mastered the tycoon, Zhen Li time, Yu ship and Bvlgari. (the four wristwatch brands also have their own independent Pavilion at the Basel international watch and jewelry exhibition).