In early 2001, when the Indian consumer Titan rated ahead of all other brands as the most admired brand in India over all categories (for the first time ever a dergelijke study door brand equity), it was not surprised that a 13-year-old had managed to steal much older and more famous brands, it was expected of Titan achieve such things, it was so natural.
It was a fitting tribute to a fire which had not only a revolution in the Indian watch industry, but also brought world-class benchmarks in product, quality and retail in India.Back in the early eighties had Tata Group identified see category as a potential consumer market for Tata's to enter. Xerxes Desai, a Tata veteran and former MD of Tata Press, was elected to lead the company.
In these days before the opening of the market seems in most markets in India was far behind the rest of the world. The technology in the fashion it was reliable, but obsolete "mechanical" technology, which is the reverse a mechanical spring is used to tell time. Not only was the accuracy the timing's not good enough, but the bulky mechanical motion not to create slimming products. The industry was dominated by the public sector, which had been watch-making industry in India had an enormous goodwill in the market but had not really invested in the development of itself and consumers styling was based, was the choice limited.
The watch stores were small, dingy, and are typically located in the older, traditional markets in the city. You went there just to buy a clock, not to review, never just check out. Visual merchandising was really at the stage "business" as appropriate, and not brands or retailers, it was important. Companies had little contact with retailers prefer to sell through wholesalers, doing well in that way. There was little need for consumer contact or research. It was a seller's market.
All the affected consumers. Clocks remained a time keeping device, so a watch was enough, thanks. As the quality of the clock was quite good, it took a while, and consumers do not change in 10, 15 or 20 years. And when they have changed, they do not pay a high price for the new piece, because what the hell they are buying another time-keeping device.
It was a fitting tribute to a fire which had not only a revolution in the Indian watch industry, but also brought world-class benchmarks in product, quality and retail in India.Back in the early eighties had Tata Group identified see category as a potential consumer market for Tata's to enter. Xerxes Desai, a Tata veteran and former MD of Tata Press, was elected to lead the company.
In these days before the opening of the market seems in most markets in India was far behind the rest of the world. The technology in the fashion it was reliable, but obsolete "mechanical" technology, which is the reverse a mechanical spring is used to tell time. Not only was the accuracy the timing's not good enough, but the bulky mechanical motion not to create slimming products. The industry was dominated by the public sector, which had been watch-making industry in India had an enormous goodwill in the market but had not really invested in the development of itself and consumers styling was based, was the choice limited.
The watch stores were small, dingy, and are typically located in the older, traditional markets in the city. You went there just to buy a clock, not to review, never just check out. Visual merchandising was really at the stage "business" as appropriate, and not brands or retailers, it was important. Companies had little contact with retailers prefer to sell through wholesalers, doing well in that way. There was little need for consumer contact or research. It was a seller's market.
All the affected consumers. Clocks remained a time keeping device, so a watch was enough, thanks. As the quality of the clock was quite good, it took a while, and consumers do not change in 10, 15 or 20 years. And when they have changed, they do not pay a high price for the new piece, because what the hell they are buying another time-keeping device.
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