In the summer of 2014, the creator and sole owner of F.P. Journe, a manufacturer of high-end watches, sat in his Geneva headquarters and wondered about the future. The private company had a strictly limited generation of 850 to 900 watches and 125 workers per year. It was a well-respected brand that was distributed globally through a network of business-owned boutiques and third-party jewelry stores.
It designed and manufactured products were priced by different collectors and had won several awards and laurels.But, the "haute horology" market had become increasingly competitive. Was generating 95 per cent of all watch parts in-house advisable? Should he scale up his company through mergers and acquisitions or by raising the company's online presence? Or should he rest on his laurels and preserve the status quo? Ken Kwong-Kay Wong is affiliated with Ryerson University.
PUBLICATION DATE: December 18, 2014 PRODUCT #: W14613-PDF-ENG
This is just an excerpt. This case is about SALES & MARKETING
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