Pierre-Yves Donzé
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Communication and marketing positioning (1920–1945)
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The final chapter of Part I focuses on the marketing strategy adopted by Wilsdorf to establish Rolex as a major Swiss watch brand on the global market. It discusses first the various actions carried out to communicate the precision and reliability of the brand. In particular, the chapter emphasizes that Rolex used the strategy of follower at that time: it was not innovative and used the same strategies as the dominant brands on the market—that is, it participated in chronometry concours organized by observatories in Switzerland and the UK and in sponsoring sportsmen and women.

Rolex was, however, not the only brand launched by Wilsdorf during the interwar years. He used other brands, like Prince, Tudor and Marconi, to target specific segments of the market with specific products. Hence, he owned a portfolio of various brands, like other watch companies at that time. This shows that Rolex was not focused on a single product, the Oyster, since 1926 and demonstrates that Wilsdorf did not know what would work in the future. He was an entrepreneur keen on developing new products but not a genius totally focused on a waterproof, self-winding watch from the beginning.

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The making of a status symbol

A business history of Rolex

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