F.P. Journe, founded in 1999 situated at Geneva headquarters, has an employee based of 125. The company strictly adhered with its production limit of 850 to 900 watches per year. The company succeeded to create a prominent position of the brand that was distributed globally with its own boutiques and third party jewelry stores.
The company has named many awards and distinctions through its exclusive designed and individually manufactured products. The market of “haute horology” became increasingly competitive. Would it be a good idea, in this competition, to manufacture 92 percent of all watch components in-house?
Would it be better to expand the business through mergers and acquisitions or by increasing the company’s online presence? Or should the company preserve its existing status and rest on his laurels? The writer, Ken Kwong-Kay Wong, is affiliated with Ryerson University.
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