The case study is particular in that it does not clearly present a particular problem that the brand Swatch might be having. Indeed, at the time the case study was written, the brand continued to be highly successful and produce significant revenues for the company. The problem, however, can be anticipated in the Looking Forward chapter. The most important problem and challenge that the company is facing is related to the fact that it needs to find the right alternative solutions for the moment when the market demand will cool off and the customers will have grown over the initial impact that the innovative concept that Swatch brought about would cool down.
             Indeed, initially, people were so interested in Swatch because the brand had managed to put together in the same product innovation and technology, all at a more than reasonable price. The initial growth throughout the period from 1990 to 1993 was in fact generated by the novelty that the brand had brought on a market that was used to getting a lower quality or a non-existent design when the price was dropped. However, Swatch had managed to have a great design and an excellent technology, at the low priced that was promised, and people were simply drawn to this cult. However, their enthusiasm is bound to end with new products coming onto the market and the Swatch mania cooling down. The challenge for the company is either diversifying the Swatch brand portfolio with new products or simply keep the brand there in the interests of the consumers.
             Internally, the Swatch business strategy is centralized around three fundamental pillars, as described in the case study. This reflects vertical integration, decentralized marketing and portfolio management, with the goal of having a competitive brand in every price segment of the market. Swatch brought a very innovative approach in both the product, price, place and promotion
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