Introduction
The Swatch Group had many archean on successes due to shift strategies and a boost from acquisitions. On the surface, the Swatch Group was the worlds leading shaper of watches in the late 1990s. They had 14 percent of the world foodstuff share and it appeared that gross sales and net profits were on the rise; however, under the covers, it was a much different story. Swatch was veneering a myriad of issues that needed to be resolved in order for success to prevail. Management issues were plaguing Swatch; multiple key figures stepped smooth from the board in the mid 1990s citing the CEOs inability to listen to his staff. In addition to the management issues, Swatch was also facing fierce competitor in many market spaces, including the largest consumer base space, the get together States. In addition to lack of market penetration in the United States, Swatch had too many products, which equally distracted buyers and sellers. Lastly, manufacturing costs move to soar in Switzerland, the Swatch Groups home base. Other competitors were quickly snub their costs by moving manufacturing overseas. The Swatch Group was at a crossroad; the strategy that had worked so well in the early 1990s was no longer viable - the question now was what to do about it?
Management Issues and Potential Resolutions
Although Swatch faced many issues, internal hostility can be the quickest death of a company. Hayek necessitate to ensure the people chosen to replace the board members who stepped obliterate are able to handle his leadership style. Equally as important as selecting a high-performing executive team, Hayek needs to realize that conventional organizational principles of functional hierarchies will inevitably lead to rifts in management. This is a social issue that Hayek needs to address. If ex-board members continue to drab mouth...
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