he crisis is hitting the entire watchmaking sector hard. But the impact is perhaps even harder on those brands that, even before the pandemic, were undergoing what the politically correct might call a “transition” – and what others might categorise as an ongoing effort to establish themselves as major players in a global digital economy. Achieving that aim requires a certain degree of decision-making autonomy, and a well-thought-out long-term strategy. Brands forced to survive from quarter to quarter, under pressure from shareholders, have little chance of succeeding.
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