Victorinox marketing head was asked by the CEO to design a lucrative strategy that would help the company in the fragrance industry to diversify its business. Victorinox acquired Wenger under the fragrance label “Swiss Army Fragrance” in 2005, this move was an unrelated diversification as the core business of Victorinox was to produce Swiss Army Knife.
After this acquisition of Wenger, Victorinox also started to produce Swiss Army watches. Victorinox had to combat with numerous challenges: would it be useful for the company to transfer its existing brand attributes to this new industry? Or should they follow an alternate brand to market their new product? And what are the tracks that would expedite the company in the fragrance business?
The company required a new marketing plan to create their brand image and had to find the ways to lead in the aroma industry and to capture a significant market share. Authors are affiliated with Rollins College.
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