University of Toronto Diversifying Into Fragrance Business Presentation Hello,The undone and needed parts (5) are pointed out with a red arrow in the attac | Course Hero

University of Toronto Diversifying Into Fragrance Business Presentation Hello,The undone and needed parts (5) are pointed out with a red arrow in the attached picture. I have attached the (1)case study for Swiss army that is related to the presentation and (2) a powerpoint of the other parts with no red arrow (already done). The slides just needed to be added to the attached powerpoint with Just bullet points of main points on the slide and a professional explanation in the notes or seperate doc for each part/slide. Thank youIf more clarity is needed, let me know. SWISS ARMY: DIVERSIFYING INTO THE FRAGRANCE BUSINESS
Professor Ilan Alon, Associate Professor Marc Fetscherin and Claudia Carvajal wrote this case solely to provide material for class
discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may
have disguised certain names and other identifying information to protect confidentiality.
This publication may not be transmitted, photocopied, digitized or otherwise reproduced in any form or by any means without the
permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights
organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western
University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) cases@ivey.ca; www.iveycases.com.
Copyright © 2014, Richard Ivey School of Business Foundation
Version: 2016-03-04
In 2005, Victorinox, the manufacturer of the famous Swiss Army Knives, acquired its main competitor,
Wenger S.A. The acquisition also included Wenger’s knives, watches and its fragrance label. By
acquiring Wenger, Victorinox became the world’s main manufacturer of the famous Swiss Army Knife as
well as a key player in sales of the Swiss Army Watch (some smaller competitors sold watches under the
“Swiss Army” or “Swiss Military” label). Urs Wyss, head of marketing at Victorinox, was asked to assess
how to handle the acquired fragrance business unit. Should Victorinox design a business strategy to enter
the fragrance industry? Should Victorinox diversify into the fragrance business and, if so, how? Should
the firm attempt to transfer its existing brand attributes to fragrance products or should it sell fragrances
under another brand name? Urs Wyss was asked to present a plan to Carl Elsener, the CEO of the
company, regarding how best to deal with the newly acquired fragrance business unit.
COMPANY ORIGINS
In 1884, Karl Elsener, the great-grandfather of the current CEO, opened a cutlery workshop in IbachSchwyz, Switzerland, to deliver knives to Swiss Army soldiers. He designed a product that included
various functions and tools, all in one simple and easy-to-carry knife. Since then, Victorinox had been
responsible for the many innovative features of the famous “Swiss Army Knife.”1 Millions of people
throughout the world associated Victorinox with typical Swiss values such as innovation, reliability,
functionality and quality.
For over 120 years, Victorinox had remained true to its mission, which was the driver behind the
company’s culture and orientation: “to provide our fellow human beings all over the world with practical,
functional, reasonably priced and top-quality products.”2 Victorinox was identified and known by its
brand names, “Victorinox” and “Victorinox Swiss Army” (the two umbrella brands). In the dynamic
global marketplace, where products were becoming increasingly similar and imitations of innovations
were standard practice, a strong brand could develop its own orientation, making differentiation possible.
Therefore, each product category and its constituent products united a number of core company values:
quality, innovation, functionality and iconic design (see Exhibit 1). Victorinox was the largest employer
1
“Ibach-Schwyz (Switzerland), 2012,” Victorinox, www.victorinox.com/us/content/Heritage_page_default, accessed
February 6, 2014.
2
Ibid., accessed March 7, 2014.
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in the canton (state) of Schwyz, as well as the largest knife manufacturer in Europe. About 28,000 Swiss
Army Knives and 32,000 Multi-Tools were produced daily, leading to an estimated annual total
production output of six million Swiss Army Knives and seven million Multi-Tools. In addition, 60,000
household and professional knives were manufactured daily. Approximately 90 per cent of Victorinox’s
total production was exported worldwide.
ACQUISITION OF WENGER S.A.
Since 1893, Wenger’s headquarters had been in Delémont, which is located in the northwestern corner of
the French-speaking region of Switzerland. Wenger also produced multifunctional knives, posing serious
competition for Victorinox. Wenger S.A. (acronym for “Société anonyme” in French, meaning
“incorporated”) had quickly established a good reputation due to its innovation, precision and outstanding
craftsmanship. In 1997, the company expanded its product portfolio to produce watches, which were in
high demand because of their reliability and multi-functionality.3 Furthermore, the company established
business relationships with various market players that allowed other producers to manufacture products
under Wenger’s name. Unfortunately, the terrorist attacks of September 11, 2001, negatively impacted the
global economic and political environments as well as international relations. After 2001, Wenger, which
was less diversified than Victorinox, was barely surviving due to the dramatic decrease in knife sales.
This led Wenger to the brink of bankruptcy and provided an opportunity for Victorinox to become the
only Swiss Army Knife producer in the world. Due diligence and negotiations took a while, but in 2005
Victorinox acquired its competitor. The “Genuine Swiss Knife” was Wenger’s most profitable product;
by 2005 its knife sales totaled $16 million, followed by its watch and fragrance product lines, at $3.6
million and $9.4 million, respectively. The Swiss Army fragrance was only available in the United States
and Canada. (See Exhibit 2.)
VICTORINOX PRODUCT PORTFOLIO
Victorinox was one of the few companies able to transfer their brand attributes of quality, innovation,
functionality and iconic design to other product categories.4 The features of the company shaped the
guiding concepts for its product development and market approach in its five product categories: Swiss
Army Knives; household and professional cutlery; timepieces (watches); luggage (travel gear); and
fashion. Despite the differences among these product categories, they had one thing in common: they
were all an expression of the philosophy and values behind the legendary original “Swiss Army Knife.”
They combined high quality with outstanding reliability, functionality, innovation, refinement and iconic
design. The company was characterized by its broad product portfolio due to its diversification strategy.5
(See Exhibit 3.)
Swiss Army Knives, Household and Professional Cutlery
This product category included the original Swiss Army Knife as well as household and professional
cutlery. The product range included over 360 products with up to 80 functions. Over the last few decades,
Victorinox had added even more features, special functions and models such as the Swiss Champ, with 33
3
“History,” Wenger, http://int.wenger.ch/en/company/history, accessed March 7, 2014.
J. Melik, “Swiss Army knife adapts to remain a cutting-edge tool,” BBC, 2012, www.bbc.co.uk/news/business-18005145,
accessed February 2, 2014.
5
Ibid.; L. Zonco, “On the Cutting Edge,” Swiss Style, www.swissstyle.com/victorinox-cutting-edge, accessed February 3,
2014.
4
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functions, the SwissFlash USB pocket knife, with up to 8-Gigabyte storage capacity, a pocket knife with
the smallest laser pointer in the world.
In addition to the original Swiss Army Knife, Victorinox produced around 540 different household and
professional cutlery models mainly targeting households or professional chefs and butchers. This cutlery
was of the highest quality and was ergonomically designed for ease of handling. The assorted cutlery
covered a broad range of standout collections of perfectly balanced forged knives.
Timepieces (Watches)
For over 400 years, Switzerland had been the world’s largest manufacturer of watches. After a major
crisis in the 1970s, the Swiss watch industry was able to recover its former success.6 It was estimated that
the country accounted for about half of the world’s production of high-quality watches,7 among which
Victorinox’s watches were a major player. Victorinox watches were carefully designed using the high
standards the company was known for delivering: quality, functionality and innovative and distinctive
designs.8 There were over 180 different models, divided into the following segments:
?
?
?
Active styles targeting dynamic people with modern, active lifestyles
Classic styles targeting sporting- and luxury-oriented customers
Professional styles targeting those who demanded the utmost in performance and functionality as well
as technically advanced movements
The Swiss Army Watch brand was created and launched by Victorinox’s American partner in 1989. The
Swiss Army brand enjoyed a brand awareness level of over 90 per cent in the United States. However, in
other markets Victorinox enjoyed higher brand awareness for products other than watches. After
integration of the Swiss Army brand into the Victorinox brand portfolio, the company used the combined
name Victorinox Swiss Army, which increasingly gained international recognition and brand awareness.
The manufacturing of the watches was done in the company’s own facilities, which were located in the
canton of Jura, which was the heart of the Swiss watch-making region.
Luggage (Travel Gear)
The Victorinox luggage collections included a wide range of luggage, lifestyle bags, business cases, travel
accessories, backpacks and personal leather goods. Each piece was designed to handle intensive travel
and stood out for its highly developed technology, functionality and durability, all of which were core
brand values of Victorinox. Under a licensing agreement, Victorinox Travel Gear was manufactured by
the TRG Group, which was headquartered in St. Louis, Missouri. The company, which focused on
quality, innovation and attention to detail,9 had been producing a wide range of luggage and bags for
Victorinox since 1999. Victorinox Travel Gear brought together in a single concept the Swiss tradition of
innovation, functionality and durability with models for various lifestyles, activities and tastes. The
products were available in more than 90 countries throughout the world.
6
P. Feubli, E. Gachet, P. Hänggi and D. Künzi, “Swiss Watch Industry,” Credit Suisse Global Research, 2013,
https://www.credit-suisse.com/media/production/pb/docs/unternehmen/kmugrossunternehmen/uhrenstudie-en.pdf, accessed
February 6, 2014.
7
“Watches,” Federal Department of Foreign Affairs, Presence Switzerland,
www.swissworld.org/en/economy/key_sectors/watches, accessed February 3, 2014.
8
J. Pitsch, “Interview: Victorinox Timepiece Division CEO Alexander Bennouna,” Professional Watches, 2013,
http://professionalwatches.com/2013/05/interview-victorinox-ceo-alexa.html, accessed February 2, 2014.
9
TRG Group, www.trgcorporate.com, accessed February 3, 2014.
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With its innovations and application of the latest technologies, Victorinox, in collaboration with the TRG
Group, had become the leading innovator in the luggage market. At times it held about 60 pending or
registered patents, including the ergonomically designed curved handle system and the unique 360-degree
rotating swivel handle. The TRG Group had received many awards for its innovative market performance.
To a large extent, materials used in manufacturing the Victorinox Travel Gear originated in Asia.
Production was carried out by the world’s leading manufacturers in Asia under Victorinox’s supervision
of their inspection teams. This guaranteed that the company’s highest quality standards were maintained.
Fashion
In 2001, male and female fashion collections were developed that could be used throughout all seasons of
the year. Each collection offered new materials and colours for travel and performance-friendly outerwear
for a range of environments and situations. Victorinox’s male and female customers were active and
engaged, and they demanded both flexibility and quality. Functional design combined with innovative
materials ensured comfort and ease as the wearer engaged in travel, business or leisure activities. The
innovative and durable materials and careful manufacturing satisfied their daily needs. Victorinox worked
closely with renowned manufacturers from around the world to develop and create new styles and
materials. Textiles and patterns primarily came from Europe and Japan. The world’s leading textile
manufacturers produced clothing under Victorinox’s supervision.
Sales
Victorinox’s sales took place in a large number of shop-in-shop retail locations. These sales were
supplemented by a newly opened Victorinox brand store in New York. Victorinox had sales subsidiaries
in eight countries and distribution partnerships in over 100 countries on five continents (see Exhibit 4).
The distribution of Victorinox fashions was exclusively carried out through carefully selected sales
channels. Furthermore, distribution partners were exclusive retailers as well as e-commerce sites for
luxury products (see Exhibit 5).
AN OVERVIEW OF THE GLOBAL FRAGRANCE INDUSTRY10
The global fragrance industry saw a significant decline in profits during the early 2000s due to the
underperformance of the American economy resulting from high unemployment and fears of war.11 In
addition, fluctuations in the prices of primary products, such as oil and chemicals, affected its profit
margins. However, there were positive industrial forecasts due to the growing middle classes in emerging
markets. As their income increased, consumers in these markets were able and willing to spend money on
non-necessary products, such as fragrances. The BRIC countries (Brazil, Russia, India and China), with
large populations ranging from about 140 million (Russia) to 1.2 billion (China), all had strong economies
and growing middle classes. Furthermore, demand for fragrances was rapidly growing among consumers
in their late teens to middle age (Generation Y), who were increasingly interested in beauty products,
10
“Global Cosmetics Manufacturing,” IBISWorld, 2013,
http://clients1.ibisworld.com/reports/gl/industry/default.aspx?entid=730, accessed February 21, 2014.
11
“Retailing: Specialty,” Standard & Poor’s, 2003,
www.netadvantage.standardandpoors.com/NASApp/NetAdvantage/showIndustrySurvey.do?code=res&date=/res_0303/res_
0303.htm (login required), accessed July 11, 2014.
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including fragrances. With the growing desire in consumers to present better self-images, beauty product
manufacturers had started to enjoy a growing demand for their products. One characteristic of these
buyers was their “brand-consciousness” (good quality for low prices), meaning that demand for products
that boasted a “good value for the price” was growing rapidly, especially among the better-known brands.
In general, with the exception of certain individual countries, the fragrance industry as a whole was not
very regulated. There were no global standards for fragrances; therefore, companies had to abide by local
rules that varied by country. Such rules and regulations were primarily related to the components in the
products, the labeling information and the packaging materials. In addition, in the fragrance industry most
developed countries did not impose tariffs as barriers. However, in emerging economies some tariffs
existed. As for technological advances, the industry required a moderate level of technology, and a wide
range of chemicals was used in the manufacture of personal care products and cosmetics, such as
cleansing agents, waxes, fats, oils and surfactants. Innovation was important due to the maturity of the
industry and the rapidly changing consumer behaviour.
The fragrance industry required substantial start-up funds. It was difficult to establish relationships with
distributors and consumers since the major players already had a strong presence and relationships. In
addition, new brands of cosmetics and fragrances were not rapidly adopted by consumers since the major
brands enjoyed strong brand loyalty.12 The quality of ingredients was very important, since the production
of fragrances required special chemicals that were appropriate for use on the skin. Compared to large
manufacturers, suppliers of primary materials were small; therefore, established relationships were
important in order to receive “better” treatment and secure the best ingredients. As for advertising, in
order to build brand awareness and create brand loyalty, manufacturers advertised directly to consumers.
Therefore, retailers often stocked up on popular brands. However, perfumes were seen as luxury (nonnecessary) items, and there were lower-priced substitutes, such as deodorants and body sprays, which
were more accessible to price-sensitive consumers, as well as counterfeit products, especially in emerging
markets.13
The global fragrance industry generated revenues of about $23.5 billion in 2005 (see Exhibit 6). In 2005,
the premium fragrance market accounted for a total of $15 billion, and the mass fragrance market
accounted for $8 billion (see Exhibit 7). In this competitive industry, companies used pricing, promotion
and distribution strategies as well as innovative packaging to target consumers and capture market share.
Department stores and specialty stores were the most dominant distribution channels, constituting over 50
per cent of sales (see Exhibit 8). Moreover, the market was dominated by several key players, such as
L’Oréal, Coty, Procter & Gamble, Avon and LVMH, which by the end of 2005 had captured almost 40
per cent of the global market, followed by many smaller niche players, such as Liz Claiborne, Mary Kay,
Revlon and Bulgari (see Exhibit 9).
WHAT SHOULD BE DONE NEXT?
In the fall of 2005, Carl Elsener, CEO of Victorinox, called a meeting of his top management and posed
to Urs Wyss and his team the following challenging questions: What should they do with their newly
acquired fragrance business unit? Should they really diversify into the fragrance business? Should they
attempt to transfer existing brand attributes or should they adopt a new brand to market their perfumes?
Finally, how could they best compete and position themselves in this mature and competitive industry in
which they had no prior experience or brand awareness?
12
13
IBISWorld, op. cit.
Ibid.
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EXHIBIT 1: KEY MILESTONES IN THE HISTORY OF VICTORINOX
Source: Victorinox.com, accessed October 30, 2014.
EXHIBIT 2: WENGER’S SALES
Wenger’s Sales by Product Category, 2005
Million CHF
Million USD (est.)
Knives
22
16
Watches
5
4
Fragrances
13
9
Total
40
29
2005 Conversion Rate US$1 = CHF1.3822
Note: CHF stands for “Swiss franc.”
Source: Company files.
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