INDUSTRY

将进行最后的低成本

“瑞士制造”手表是世界上最高荣誉，它一直被视为高端，精细和高价格的代名词。但是，瑞士钟表公司斯沃琪（斯沃琪），比其他任何钟表公司低30％的世界压缩成本，从而获得更多的市场和利润。

危机

在70年代初从日本和香港的企业，能负担得起的高精度石英手表横扫全球市场，然后手瑞士生产为基础的系统观察了巨大的影响。许多著名的机械手表在封闭，这是瑞士制表业最严重的灾难的历史影响工厂。

在高端市场，日本和香港的制造商是不够的构成斯沃琪的影响，但斯沃琪哈耶克岁的董事长决定挑战这些强劲对手的战略价格。市场调查显示，消费者可以接受瑞士表相对日本，香港是较昂贵的产品价格。随着产品差异优势，即使日本劳动力成本为零，瑞士手表将有市场。该公司的管理层相信，这不是一个成本问题，而是管理，创新，营销和产品的问题。斯沃琪大胆进入低价市场，为自己挖掘的几乎荒谬的挑战：“找到一种方法，让我们在瑞士和30美元的手表的销售价格。”当时，日本和香港的石英手表只左右七十五美元保持着市场价格。公司项目团队开始从价格，考虑如何扭转目标成本。

经济

手术在瑞士，劳动力成本过高，斯沃琪公司，以实现低成本不仅在产品本身和生产方法，作出根本改变。斯沃琪公司放弃了传统的金属或皮革使用，但使用的塑料（12750,240.00,1.92％，吧）。斯沃琪公司的工程师们大胆简化观看室内设计，以简化，以51 150件，降低旋转的一部分，它减少了人员受伤的机会，以及钟表装配所需的人手也少，新的自动化流水线，每天可35,000斯沃琪手表生产及零部件，由30％的劳动力成本以百万计的10％。工程师们还开发了一种新的，更昂贵的集成技术，而不是使用胶水使用超声波焊接。更重要的是，产品质量没有任何折扣。手表的最低返修率是不到3％，而斯沃琪手表返修率不到1％维持。在设计和制造的变化，使该公司控制成本斯沃琪目标，不仅要恢复原来的市场，而且市民的快速统治手表的市场，这个市场是一个来自亚洲制造商提供更廉价劳动力占领。斯沃琪

在低等级产品的差异化市场的进一步搜索，并越过了“经济型手表”的门槛为“时尚风格型”，在低端市场。年龄18〜30岁的消费者，斯沃琪认为在这个市场取得成功，必须遥感消费者口味的变化，而不是获得新的生产技术能力更为重要。年轻人没有太多的钱购买高档表，但必要的方式，以满足个性化。因此，不仅是斯沃琪手表销售和销售更灵活的风格，没有成本大幅增加，使在设计更大的努力。青少年可根据不同颜色的衣服，每天两次，决定穿什么样的手表作风。如果我们走出去行使可能是穿着运动式手表;劲装，如果穿黑色，你可以感受到更沉重的技术风格。由于斯沃琪手表能够播放最流行的价值，许多消费者将购买几个是与风格。随着除服装外，即使是推出纪念斯沃琪手表特别喜爱，斯沃琪球迷满意的记忆集合表。满意的是，偏好模型，它被更改，使斯沃琪产品的定价模式，因为这手表不再只是一个时间的工具，并有更多的附加价值。斯沃琪

已经进行到一个较低的价格结束。

六个通道：产品达到最终

内涵：当一个不仅是用户的好评产品在整个行业，而且竞争对手钦佩，甚至成为同行业的代名词，这个产品和公司没有争议有是成功的。

Swatch: The low-cost to carry out in the end

Will be carried out in the end low-cost

“Swiss made” watches are the world’s highest honor, it has always been regarded as high-end, fine and synonymous with high price. However, the Swiss watch company Swatch (SWATCH) compression of the world than any other watch company 30% lower cost, thereby gaining more market and profit.

crisis

in the early 1970s, from Japan and Hong Kong businesses with affordable and high-precision quartz watch swept through global markets, to then hand the production of Swiss-based system Watch a huge impact. Numerous prominent mechanics watch factory in the impact of the closure, which is the history of Swiss watchmaking with the most serious disasters.

While high-end markets, Japan and Hong Kong manufacturers is not enough to constitute the impact of Swatch, but the old chairman of Swatch Hayek decided to challenge the strategic price of these strong opponent. Market research shows that consumers can accept relatively Swiss watches from Japan, Hong Kong is slightly more expensive product prices. With product differentiation advantages, even if Japan’s labor cost is zero, the Swiss watches will have a market. The company’s management believes that this is not a cost problem, but management, innovation, marketing and product issues. Swatch boldly into the low-cost market, and made for themselves almost absurd challenge: “to find a way, let us in Switzerland and 30 U.S. dollars to the price of the sale of watches.” At that time, Japan and Hong Kong’s quartz watch is only maintained at around 75 U.S. dollars on the market price. Company project team to start from the price, consider how to reverse the target cost.

surgery economic

in Switzerland, high labor costs, the Swatch company in order to realize low-cost, only in the product itself and production methods to make fundamental changes. Swatch company to abandon the use of more traditional metal or leather, but the use of plastics (12750,240.00,1.92%,吧). Swatch company’s engineers to streamline watch bold interior design, to 150 parts simplified to 51; to reduce the rotating part, it reduces the chance of damage, and manpower required for assembly of watches is also less; new automated assembly line, 35,000 per day can produce millions of Swatch watches and parts, labor costs from 30% to 10%. Engineers have also developed a new, more expensive integrated technology, the use of ultrasonic welding instead of using glue. More importantly, the product quality is not any discount. Minimum返修率watches are less than 3%, and Swatch watches返修率maintained less than 1%. In the design and manufacturing changes to enable the company to control costs Swatch objectives, it not only to recover the original market, but also the rapid domination of the public watches the market, and this market was a more cheap labor from Asian manufacturers occupied. Swatch

the market further in the search for low-grade product differentiation, and crossed the “economic-based watches,” the threshold into the “fashion style-type”, on the low-end market segments. Age 18 ~ 30-year-old consumers, Swatch think in this market to be successful, must be capable of sensing changes in consumer tastes than to acquire new production technology is more important. Young people do not have much money to buy high-end table, but a fashion necessary to meet the personalization. Therefore, not only as Swatch watches to sell, and sell more flexible with the style, without a substantial increase in cost, to make greater efforts in the design. Young people may, in accordance with different colors of clothing and every day occasions, decided to wear what kind of watch style. If we were to go out exercise might be wearing a sports-style watches;劲装if wearing a black, you can sense with a heavier style technology. Because of Swatch watches to be able to play most of the popular values, many consumers will buy several to do with style. With the outside except apparel, even the introduction of commemorative Swatch watches, Swatch fans Satisfied Memory collection table for the special favorite. Satisfied that the model of preferences, it is changed so that Swatch Product pricing model, because this watch is no longer just a time tool, and have more added value. Swatch

has been carried out in the end to a low price.

six channels: Product achieve the ultimate

connotation: When a product in the entire industry not only by the user’s praise, but also competitors admiration, and even become synonymous with the industry, this products and the company had no controversy to have been successful. (08-9-27)