Starting with the Sharjah Cup (April 7), where it is planning to rope in some Indian cricketers for its world scale advertising, Swatch is also planning to sign on some of the popular Indian film stars to endorse the brand. ``We'll use them as ambassadors for our brand, in India and other south Asian countries,'' according to Thakran. Further, he adds, ``We are following a multi-layered approach. The Indian market cannot be won by just a unilateral approach.''

Swatch's three-strap strategy includes: putting brands already launched--Omega, Rado and Longines--on a higher visibility platform; exploring possibilities of watch assembly in India; and puttingin more investment.

During the financial year 1999-2000, the company is going to launch its mid-range brand Tissot. To be priced between Rs 3,500 and Rs 12,000, Tissot is targeted at the young. Its clear-cut, youthful and individual profile has been positioned worldwide through its advertising: `true values at a reasonable price'.

Under its Omega flagship, it will showcase Omega X-33, the watch which was designed in collaboration with Nasa, to celebrate the 30th year of Man in Space. The advertising--being handled by HTA--will centre aroundthe line -``Watch for Mars, also available on Earth.''

The group also plans to bring in its children's brand Flik-flak into India. ``We may look at that segment too -- after all, there's no player in that,'' says Thakran.

At the distribution level, the company plans to take its dealer strength from the current 38 to 60 by year-end. More importantly, the company is finally, after a stint of two years in India, going to open an exclusive outlet in thecountry.

Starting with Delhi, Hyderabad and Mumbai will be the next venues for Swatch outlets. The Delhi outlet, located in central Delhi (Connaught Place) will spread across 1480 sq feet, claims Thakran, and will have a high level of retail ambience--on the lines of its counterparts in Milan and New York. To be opened later this month, the hallmark of the outlet will be its customer service and product range. ``Our endeavour will be to bring the latest products and not treat India as a Third World country. The aim is that the Indian consumer buys our latest product in India rather than in Dubai,'' he added.

Having upgraded its top 20 dealers in the country, the company's priority nowis to upgrade its service centres. Besides giving them the latest equipment for high quality repair and water treatment, it is also investing in training them. For instance, this month, it is going to bring a technical team from the US to train the company's technicians and craftsmen in India through seminars and workshops.Without divulging numbers, Thakran claims that Omega outsells the No 2 brand (read Cartier) by 1:10. ``We need to grow the market from the current 40 million to 80 million watches,'' he comments.

According to Thakran, a deep understanding of the Indian market has been key to Swatch's success.

...And moves the FIPB for a wholly owned subsidiary

The $2.2 billion Swatch Group of Switzerland, the world's largest watch manufacturing company, plans to upgrade its liaison office to a wholly-owned subsidiary in India. Talking to The Financial Express

, Ravi Thakran, regional general manager, South Asia, Swatch Group Singapore said that the company has sent the proposal to the Foreign Investment Promotion Board (FIPB) and is likely to get a clearance soon. ``We have started the FIPB process and expect a decision by April end,''says Thakran. In addition to the sales and marketing activities, the subsidiary status will enable the company to explore the possibilities of assembling and manufacturingwatches; sourcing components such as leather straps, buckles, display counters and even diamonds and packing material. The company is already importing software from the Chennai-based Ramco Systems and dials from Kamla Dial in Parwanoo, Haryana.

Through the proposed subsidiary, Swatch will also service the Saarc countries. The company's products came into India in 1997 when the import restrictions were eased, with the launch of its premium brand Omega. Subsequently, in 1998, it launched Rado and in 1999, it introduced the Longines brand. ``The Indian market cannot be held by one stick. Premium brands failed because companies overestimated the market and did not understand consumer behaviour,'' says Thakran.