If you have to explain why your product is expensive, maybe it shouldn’t be.
FTFY!
However swatch group(omega was force merged in the 80s to form the swatch group) has 3x the turnover of Patek.
More over Swatch caters to both high end and the poors + kids. So brand is.. good? so long as you only cater for the rich? I'm not getting that really.
It is possible to view the fact that capitalist markets can turn a desire for art, individuality, and "something special" into a business as a bad thing. I'm not entirely convinced that's particularly interesting, though... it seems just a localized restatement of a generic "capitalism is bad" take.
- This change of what used be a functional object into a brand was done to appeal to one-upmanship (my watch is more expensive than yours) rather than the aesthetic urge which drives appreciation for art. He doesn't blame the watch brands, it may have been the only way they could survive after the triple shock. But..
- If you're an engineer and techie type and are drawn to the complexity and mechanistic elegance of mechanical watches, he's warning you that the problems being worked on in the brand age actually take you away from good functional design which attracted you there in the first place.
what's they key thesis here and the argument ?
*Key thesis:* When technology eliminates meaningful performance differences between products, industries shift from competing on *engineering and function* to competing on *brand and status*. The Swiss watch industry after the quartz crisis is a clear example: mechanical watches stopped being valuable tools and became *luxury symbols whose value comes mainly from branding, scarcity, and signaling wealth*.
*In one sentence:* The essay argues that when technology makes functional differences between products disappear, industries shift from engineering competition to branding competition, and the modern luxury watch market illustrates how that transformation works.
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If you want, I can also explain *why this essay is controversial among economists and designers*—there are a few big assumptions in the argument.
And the counter A few places the argument is debatable (even if it’s persuasive as a narrative):
It treats “brand” and “engineering” as mostly opposed. In practice, luxury buyers often do pay for engineering (finishing, durability, serviceability, movement architecture), and those technical choices can reinforce brand rather than fight it. The tension is real, but not always zero-sum.
It downplays other drivers of the Swiss recovery. The rebound isn’t only “they discovered brand.” Things like Swatch’s role in recapitalizing distribution/production, industry consolidation, improvements in manufacturing, and globalization of luxury demand can explain a lot of the late-1980s revenue surge alongside marketing.
The “artificial scarcity = managed asset bubble” framing is provocative but contestable. Scarcity can be interpreted as: capacity constraints, quality control, long-term brand stewardship, or channel strategy—not necessarily “bubble management.” It may function bubble-like in resale markets, but that doesn’t prove intent or fragility in the way financial bubbles work.
Some claims are asserted more than demonstrated. Examples: Rolex “abandoned research” after ~1960; “only three survived as independents”; “most brands are owned by six holding companies”; “they rebuy hundreds per year.” These might be true in broad strokes, but the essay uses them as load-bearing supports without showing evidence in-text (beyond a couple notes).
The design-history claims are simplified. Watch size and shape trends aren’t only branding; they’re also driven by changing tastes, ergonomics, manufacturing norms, sport/tool styling, and shifting notions of masculinity. “Big = cheap historically” is directionally true in some eras, but not a universal law.
The gender section is especially shaky. “Women never really went for mechanical watches” and the steam-engine analogy read like overgeneralizations—there are strong counterexamples (and cultural variation) that complicate that story.