Haute

Case Solution for Pequignet: The Face of the Renaissance of French Haute Horlogerie

Complete Case details are given below :

Case Name :      Pequignet: The Face of the Renaissance of French Haute Horlogerie
Authors :           Ken Kwong-Kay Wong
Source :             Ivey Publishing
Case ID :           W15172
Discipline :        Marketing
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
For French watchmaker Pequignet, its return to the annual luxury watch and jewelry show, Baselworld, signaled a new page in the company’s 40-year history. As the only “haute horlogerie” manufacturer in France since the quartz crisis in the 1970s, Pequignet had caught the attention of both the media and the watch collector community, despite going through receivership and a change of ownership. In addition to showcasing its Calibre Royal collection, Pequignet presented a new line of entry-level watches. Should the company invest further in its manufacturing processes to make high-end mechanical watches, as it had in the past? Or should it focus on producing more affordable, accessible products, as with its most recent collection? As an independent atelier, Pequignet had to address these questions in order to succeed in the highly competitive global watch market.
 
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Case Solution for F.P. Journe: Continuing the Tradition of Haute Horology Excellence

Complete Case details are given below :
Case Name :      F.P. Journe: Continuing the Tradition of Haute Horology Excellence
Authors :           Ken Kwong-Kay Wong
Source :             Ivey Publishing
Case ID :            W14613
Discipline :        Entrepreneurship
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In the summer of 2014, the founder and sole owner of F.P. Journe, a maker of luxury watches, sat in his Geneva headquarters and wondered about the future. Founded in 1999, the private company had 125 employees and a strictly limited production of 850 to 900 watches per year. It was a well-respected brand that was distributed globally through a network of company-owned boutiques and third-party jewellery stores. Its exclusively designed and individually manufactured products were prized by collectors and had won many awards and distinctions. However, the “haute horology” market had become increasingly competitive. Was producing 95 per cent of all watch components in-house a good idea? Should he scale up his business through mergers and acquisitions or by increasing the company’s online presence? Or should he rest on his laurels and preserve the status quo?
 
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