Free Essays on Swatch

Swatch Watch U.S.A.: Creative Market Strategy TABLE OF CONTENTS ABSTRACT 3 BACKGROUND 4 SWATCH ® ANALYSIS 5 Marketing Strategies 5 CONCLUSIONS AND RECOMMENDATIONS 7 REFERENCES 9 ABSTRACT Switzerland was an industry leader in the watch market up until the 1970’s when the digital watch was introduces to consumers. The digital watch was inexpensive to manufacture and could be produced in mass. It created a whole new market by making watches inexpensive enough for all classes of people. The Swiss did not respond to this new competition and began to lose their market share. The Swiss watchmakers still produced high end watches for the wealthy, but did not compete for the lower end market. In the 1980’s the Swiss watchmakers began to realize they needed to change their business model to fit in to the new global market place. They needed to not only change their views of the market but the infrastructure of watch manufacturing. In order to compete on a global level they needed to improve their technology, design products that would appeal to new markets and be able to compete with other companies both in quality and cost. The development of Swatch ® allowed one company, the Swiss Corporation for Microelectronics and Watchmaking Industries (SMN), to do just that. SMN developed a product that was appealing to a younger target market. Their new design, distribution and production strategies created a niche market that became popular worldwide. The company developed an advertising campaign that was new to the watch industry and was strongly directed at a younger audience. BACKGROUND For years the Swiss watch industry had a competitive advantage on the watch market, in fact they had little or no competition and often had waiting lists for their watches. In fact, in the 1950’s the Swiss held an estimated eighty percent of the free-market share (Keegan, p 219). Their product was of h... Free Essays on Swatch Free Essays on Swatch Swatch Watch U.S.A.: Creative Market Strategy TABLE OF CONTENTS ABSTRACT 3 BACKGROUND 4 SWATCH ® ANALYSIS 5 Marketing Strategies 5 CONCLUSIONS AND RECOMMENDATIONS 7 REFERENCES 9 ABSTRACT Switzerland was an industry leader in the watch market up until the 1970’s when the digital watch was introduces to consumers. The digital watch was inexpensive to manufacture and could be produced in mass. It created a whole new market by making watches inexpensive enough for all classes of people. The Swiss did not respond to this new competition and began to lose their market share. The Swiss watchmakers still produced high end watches for the wealthy, but did not compete for the lower end market. In the 1980’s the Swiss watchmakers began to realize they needed to change their business model to fit in to the new global market place. They needed to not only change their views of the market but the infrastructure of watch manufacturing. In order to compete on a global level they needed to improve their technology, design products that would appeal to new markets and be able to compete with other companies both in quality and cost. The development of Swatch ® allowed one company, the Swiss Corporation for Microelectronics and Watchmaking Industries (SMN), to do just that. SMN developed a product that was appealing to a younger target market. Their new design, distribution and production strategies created a niche market that became popular worldwide. The company developed an advertising campaign that was new to the watch industry and was strongly directed at a younger audience. BACKGROUND For years the Swiss watch industry had a competitive advantage on the watch market, in fact they had little or no competition and often had waiting lists for their watches. In fact, in the 1950’s the Swiss held an estimated eighty percent of the free-market share (Keegan, p 219). Their product was of h...

MSW vs. Ph.D. vs. DSW for a Career in Social Work

MSW vs. Ph.D. vs. DSW for a Career in Social Work Unlike many fields, social work has several graduate degree options. Many applicants considering careers in social work wonder which degree is right for them.   MSW Careers While bachelors degree holders in social work are employed in social work settings and work alongside social workers in many therapeutic roles, they must be supervised by MSW-level supervisors.   In this sense, the MSW is the standard entry requirement for most social work positions. Advancement to supervisor, program manager, assistant director, or executive director of a social service agency or department requires a graduate degree, at minimum an MSW, and experience. With an MSW a social worker may engage research, advocacy, and consulting. Social workers who go into private practice require, at a minimum, an MSW, supervised work experience, and state certification. MSW Programs Master’s degree programs in social work prepare graduates for work in a specialized field, such as with children and families, adolescents, or the elderly. MSW students learn how to perform clinical assessments, supervise others, and manage large caseloads. Master’s programs generally require 2 years of study and include a minimum of 900 hours of supervised field instruction or internship. A part-time program may take 4 years. Seek programs that are accredited by the Council on Social Work Education to ensure that the graduate program you choose will provide an appropriate education and meet state requirements for licensure and certification. The Council on Social Work Education accredits over 180 master’s programs. Doctoral Social Work Programs Social work applicants have two choices of doctoral degrees: the DSW and the Ph.D. A doctorate in social work (DSW) prepares graduates for the most advanced jobs, such as administration, supervision, and staff training positions. Generally speaking, the DSW is an applied degree in the sense that it prepares DSW holders for roles in practice settings as administrators, trainers, and evaluators. The Ph.D. in social work is a research degree. In other words, similar to the PsyD and   Ph.D. (degrees in psychology), the DSW and Ph.D. differ with regard to an emphasis on practice vs research. The DSW emphasizes training in practice, so graduates become expert practitioners, whereas the Ph.D. emphasizes research, training graduates for careers in research and teaching. College and university teaching positions and most research appointments generally require a Ph.D. and sometimes a DSW degree. Licensure and Certification All States and the District of Columbia have licensing, certification, or registration requirements regarding social work practice and the use of professional titles. Although standards for licensing vary by State, most require completion of an exam plus 2 years (3,000 hours) of supervised clinical experience for licensure of clinical social workers.   The Association of Social Work Boards  provides information about licensure for all states and the District of Columbia. In addition, the National Association of Social Workers offers voluntary credentials to MSW holders, such as the Academy of Certified Social Workers (ACSW), the Qualified Clinical Social Worker (QCSW), or the Diplomate in Clinical Social Work (DCSW) credential, based on their professional experience. Certification is a marker of experience, and is particularly important for social workers in private practice; some health insurance providers require certification for reimbursement.