2,081 Discussions and CommentsMember since Jan. 7, 2005
Dear All,
It’s been 10 years so far, since Georges Kern became CEO of IWC.
I’ve always found this lecture interesting as I kept the habit to take it as a statement of intentions.
WE DIDN’T HAVE TO REINVENT ANYTHING: http://www.wempe.de/artikel-921-bereich-magazine-st-bl-unsere_welt-st-setlang-en.htm
In this interview, G. Kern substantially recalls the guidelines of a strategy, focused on usefully exploiting brand’s roots and developing manufacturing operations.
In these ten years, IWC faced several economic situations and, if I well remember, it was one of the companies suffering less, in times of crisis (thanks also to a well balanced strategy of third parties diversification) and one of the first to understand the importance of the new growing markets of the Far East.
Production’s numbers are kept secret but I think I can assume IWC massively increased its productions during these years.
In strict terms of watchmaking, this decade saw the launch of the first in-house chronograph caliber, the development of several projects for high end calibers and the birth of a totally new caliber family, thanks to the collaboration with Valfleriuer.
What’s stated above tries to very briefly recap these ten years, although I would like to read implementations to the list from your side.
Obviously, life is made by lights and shadows and this case makes no difference.
I’ve heard many experienced fans of the brand and also watch market insiders, complaining about the lowering of the average quality, especially in movement polishings, the, for many, absurd quest for bigger watches, pushed already to ridiculous, the lack of R&D, the breakaway from the deepest roots and traditions of the past IWC and its mission.
But still, IWC keeps growing stronger and, nonetheless the few information I have, I believe it’s firmly working to ensure itself a prosperous future.
So, oppositely to what declared in the interview, G. Kern, maybe not changing apparently a thing, had actually changed the whole mission of IWC and its perspectives.
Having said that, could we think of this important man in IWC’s history as the watershed between past and future of IWC? Not just from a "mere facts” perspective but also in terms of “philosophy” subtended to the company’s profile?
Do you think justifiable to talk of a pre-Kern IWC and post Kern IWC criterion, when it comes to analyze IWC history?
Please consider, this post is not meant to be apologetic nor hypercritic, simply wants to deepen this argument, the most objectively and, why not, to congratulate IWC CEO, wishing him good luck for his future challenges.
5,421 Discussions and CommentsMember since Dec. 22, 2006
A very thought provoking post. Let me continue thinking - but spontaneously make a response to the key commentary on "Do you think justifiable to talk of a pre-Kern IWC and post Kern IWC criterion, when it comes to analyze IWC history?"
My response to that is - it is only possible to comment on a post Kern era once we move away from a Kern era - ie we are currently enjoying a "Kern era".
On a more useful note. Has IWC with Georges Kern in the role as CEO guided IWC through what we assume has been a successful evolution ? I really don't know.
However. Through my best assumptions - it is absolutely yes. I have known about the brand IWC since about 30 years but since about 2000 when I started to earn a wage IWC became a "player" in helping me disseminate my limited wealth. I am a fan and like many of us here - assume the role of informal non-endorsed ambassador for the brand - our passion is perhaps affected more by the brand than an individual leading the brand ?
From my own experiences - the most valuable individual of a company is rarely the CEO. Valued - yes. Most Valuable - debatable. If a company is reliant on one individual - a bad situation to be in - and I prefer to recognize the wider group of individuals "at the bench" or sometimes called the "coal face".
The talented apprentices, watchmakers, inventors, designers etc etc etc have equally contributed to the evolution of the IWC brand in my eyes.
Perhaps my assumptions and thesis would change if I became aware of details of how the brand operate - but since this is none of my business - this is not going to happen so my words remain hypothetical.
One thing is not hypothetical though. I took a decision in 2007 to become a fan of IWC and my loyalty remains strong today. It's the same as in 1975 (3 years old) when I am informed I first became a Man Utd fan - I am loyal to this day. I enjoyed the pre-Ferguson era (even when we were far from successful and Liverpool was wining everything) and currently living the Ferguson era has similar feelings t enjoying the perceived success of the IWC brand under the leadership of Geroges Kern.
3,732 Discussions and CommentsMember since March 28, 2001
Just comparing the 2001/2002 catalogue with the 2011/2012 catalogue you see that quite some old watch families disappeared and in a way were replaced by new watch families. Such a change-over in model lines is probably necessary if you want to ride the waves of time. The whole product line-up is clearer now, I guess both can be attributed to Georges Kern.
I try and give the families in both catalogues, in brackets the different types like automatic and chrono, but not the different versions like gold or steel cases. The order gives the opportunity to compare the different types like classy dress or pilot's watches.
5,421 Discussions and CommentsMember since Dec. 22, 2006
Indeed Paul - I have read that Georges had the idea to consolidate the IWC portfolio into the "Families" although the printed catalogue as we know is not a good representation of all the super diversity that IWC offer within the families.
Novecento, SL, GST out. Aquatimer in. Pocket watches - out. Grand Complication - to Portuguese family.
2,081 Discussions and CommentsMember since Jan. 7, 2005
Andrew,
thanks for contributing. Of course, it's just a simplification to address to G. Kern merits and demerits but still, these ten years passed by under his responsibility.
I also agree with you we'd need more definite elements to make surer assumptions but, simply thinking of all the information read through the forum, I believe I'm not far from the truth if I say IWC surely increased production and developed its factory capabilities, just think of Neuhausen for instance.
564 Discussions and CommentsMember since Feb. 3, 2009Moscow,
Russian Federation
In my opinion G. Kern very well continued the way started of G. Bluemlein. Financially - he used first of all increadible possibilities of "new markets" he developed it very good and the company looks pretty strong. Technically - continuessly provided increasing of "localization". It was developed few "families" of calibers. This year it's already 80% of new watches have own caliber. Marketing - the "structure" of product lines are more clear. This tradition to "re-new" one of the lines completely every year was made also during Kern time. Sales - a lot of new boutique were opened. The idea of Flagship Boutiques. I don't know the process in other countries, but in Russia, to compare with previous years the structure of sellers - own boutique + few AD became much more clear and better in my opinion. But anyway I think it's still too early to make any conclusions. Mr.Kern is on the way, the trend is up and let's see the progress in next years.
MfG, Roman KM/WWW/Mk.11/666/3508/9239/322712/811/3531/5442/5448/PD etc.
2,081 Discussions and CommentsMember since Jan. 7, 2005
rc30 Wrote:In my opinion G. Kern very well continued the way started of G. Bluemlein. Financially - he used first of all increadible possibilities of "new markets" he developed it very good and the company looks pretty strong. Technically - continuessly provided increasing of "localization". It was developed few "families" of calibers. This year it's already 80% of new watches have own caliber. Marketing - the "structure" of product lines are more clear. This tradition to "re-new" one of the lines completely every year was made also during Kern time. Sales - a lot of new boutique were opened. The idea of Flagship Boutiques. I don't know the process in other countries, but in Russia, to compare with previous years the structure of sellers - own boutique + few AD became much more clear and better in my opinion. But anyway I think it's still too early to make any conclusions. Mr.Kern is on the way, the trend is up and let's see the progress in next years.
Roman,
interesting points, I agree with you and I beg pardon I forgot to mention marketing communication as a key factor for the brand's strategies which IWC developed under the guidance of G. Kern terrific.
I believe a decade represents time enough for balance sheets, considering how fast the world changes, ten years of this century can be easily compared to fifty years of the XIX century, for example.
Regarding G. Bluemlein, I'm not sure a comparison can be made, for this matter, you're right, maybe it's too early. G. Bluemlein surely was a man of vision, his heirdom left us with so many good things, A. Lange & Sohne represents just the peak of the iceberg, although he was also responsible of bringing the best IWC's heads of his time into that new reality.
That's the point, maybe it's an early exercise but I'm thinking without any prejudice (nor positive, nor negative) how this decade will be remebered and how will be considered its legacy.
It's clear, I wonder to myself (ans consequenlty to you) because I don't have an answer, for the reasons mentioned above.
thomasa8 Wrote: One thing is not hypothetical though. I took a decision in 2007 to become a fan of IWC and my loyalty remains strong today. It's the same as in 1975 (3 years old) when I am informed I first became a Man Utd fan - I am loyal to this day. I enjoyed the pre-Ferguson era (even when we were far from successful and Liverpool was wining everything) and currently living the Ferguson era has similar feelings t enjoying the perceived success of the IWC brand under the leadership of Geroges Kern.
Hi Andrew, I've lost this part of your comment. I'm not in football that much but I understand your feelings (Btw, I will always be grateful to both, Liverpool and Man. Utd for mistreating a.s. roma anyway, being this team very antipathetic to me :)).
I agree, it's a similar kind of attachment, to adopt a soccer team for life is natural, to win and to lose is part of the game, in watchmaking, the expecations are similar and different at the same time, as the identification process propels from the quality perceived, anytime quality doesn't match with expectations - generally speaking - disloyalty or estrangement is the feeling, but the flame will always be covertly, alive :)
2,872 Discussions and CommentsMember since March 11, 2008Kavala,
Greece
Interesting, interesting post. Roberto, IWC is highly successful nowadays and very recognizable to the masses. 10 years ago it was just known to few mostly European and German speaking Countries.
The cash flow enables RD to invest and proceed to technical innovations such as the Siderale. Aesthetically speaking maybe the current AT models don't look very appealing compared to the prior line. Maybe the ever increasing sizes are raising a point too. The absence or lack of polishing and decorations are a knife to a purist's heart I agree. But if you were the CEO would you care more for the hordes of returning customers from Asia and America buying an IWC or to the skeptical and critical buyers that are familiar to the brand's DNA that they now see deteriorating? Don't forget IWC is not a non beneficiary organization.
I have my concerns about certain issues for IWC but I still recognize beautiful creations while I abort others, but most of all I love the people working for IWC and the people attending this Forum, I believe they are unique. I ll now prepare a drink while I ll be thinking what IWC will make to commemorate the Company's 150 years in 2018, I gotta have a Jubilee before then for sure.
It’s been 10 years so far, since Georges Kern became CEO of IWC.
I’ve always found this lecture interesting as I kept the habit to take it as a statement of intentions.
WE DIDN’T HAVE TO REINVENT ANYTHING:
http://www.wempe.de/artikel-921-bereich-magazine-st-bl-unsere_welt-st-setlang-en.htm
In this interview, G. Kern substantially recalls the guidelines of a strategy, focused on usefully exploiting brand’s roots and developing manufacturing operations.
In these ten years, IWC faced several economic situations and, if I well remember, it was one of the companies suffering less, in times of crisis (thanks also to a well balanced strategy of third parties diversification) and one of the first to understand the importance of the new growing markets of the Far East.
Production’s numbers are kept secret but I think I can assume IWC massively increased its productions during these years.
In strict terms of watchmaking, this decade saw the launch of the first in-house chronograph caliber, the development of several projects for high end calibers and the birth of a totally new caliber family, thanks to the collaboration with Valfleriuer.
What’s stated above tries to very briefly recap these ten years, although I would like to read implementations to the list from your side.
Obviously, life is made by lights and shadows and this case makes no difference.
I’ve heard many experienced fans of the brand and also watch market insiders, complaining about the lowering of the average quality, especially in movement polishings, the, for many, absurd quest for bigger watches, pushed already to ridiculous, the lack of R&D, the breakaway from the deepest roots and traditions of the past IWC and its mission.
But still, IWC keeps growing stronger and, nonetheless the few information I have, I believe it’s firmly working to ensure itself a prosperous future.
So, oppositely to what declared in the interview, G. Kern, maybe not changing apparently a thing, had actually changed the whole mission of IWC and its perspectives.
Having said that, could we think of this important man in IWC’s history as the watershed between past and future of IWC? Not just from a "mere facts” perspective but also in terms of “philosophy” subtended to the company’s profile?
Do you think justifiable to talk of a pre-Kern IWC and post Kern IWC criterion, when it comes to analyze IWC history?
Please consider, this post is not meant to be apologetic nor hypercritic, simply wants to deepen this argument, the most objectively and, why not, to congratulate IWC CEO, wishing him good luck for his future challenges.
Thank you for your replies.
Regards,
Roberto
Last edited: 11 January, 2013 - 11:07
My response to that is - it is only possible to comment on a post Kern era once we move away from a Kern era - ie we are currently enjoying a "Kern era".
On a more useful note. Has IWC with Georges Kern in the role as CEO guided IWC through what we assume has been a successful evolution ? I really don't know.
However. Through my best assumptions - it is absolutely yes. I have known about the brand IWC since about 30 years but since about 2000 when I started to earn a wage IWC became a "player" in helping me disseminate my limited wealth. I am a fan and like many of us here - assume the role of informal non-endorsed ambassador for the brand - our passion is perhaps affected more by the brand than an individual leading the brand ?
From my own experiences - the most valuable individual of a company is rarely the CEO. Valued - yes. Most Valuable - debatable. If a company is reliant on one individual - a bad situation to be in - and I prefer to recognize the wider group of individuals "at the bench" or sometimes called the "coal face".
The talented apprentices, watchmakers, inventors, designers etc etc etc have equally contributed to the evolution of the IWC brand in my eyes.
Perhaps my assumptions and thesis would change if I became aware of details of how the brand operate - but since this is none of my business - this is not going to happen so my words remain hypothetical.
One thing is not hypothetical though. I took a decision in 2007 to become a fan of IWC and my loyalty remains strong today. It's the same as in 1975 (3 years old) when I am informed I first became a Man Utd fan - I am loyal to this day. I enjoyed the pre-Ferguson era (even when we were far from successful and Liverpool was wining everything) and currently living the Ferguson era has similar feelings t enjoying the perceived success of the IWC brand under the leadership of Geroges Kern.
(I have a feeling I will be back to edit my post)
Andrew
andrew.thomas1@mac.com
I try and give the families in both catalogues, in brackets the different types like automatic and chrono, but not the different versions like gold or steel cases. The order gives the opportunity to compare the different types like classy dress or pilot's watches.
<u>2001/2002</u>
Grande Complication (2)
Portuguese (4)
Da Vinci (4)
Novecento (2)
Portofino (4)
SL (2)
Pocket watch (3)
Pilot's watch (5)
GST (7)
Ingenieur (1)
<u>2011/2012</u> (Vintage Collection included in the respective families)
Portuguese (10)
Da Vinci (6)
Portofino (4)
Pilot's watch (6)
Aquatimer (5)
Ingenieur (5)
Kind regards,
Paul
What you do may not be so important, but it is very important that you do it well. (my variation of a saying by Gandhi)
Last edited: 14 April, 2012 - 23:23
Novecento, SL, GST out. Aquatimer in.
Pocket watches - out.
Grand Complication - to Portuguese family.
Andrew
andrew.thomas1@mac.com
thanks for contributing. Of course, it's just a simplification to address to G. Kern merits and demerits but still, these ten years passed by under his responsibility.
I also agree with you we'd need more definite elements to make surer assumptions but, simply thinking of all the information read through the forum, I believe I'm not far from the truth if I say IWC surely increased production and developed its factory capabilities, just think of Neuhausen for instance.
Regards,
Roberto
Last edited: 11 January, 2013 - 11:07
Financially - he used first of all increadible possibilities of "new markets" he developed it very good and the company looks pretty strong.
Technically - continuessly provided increasing of "localization". It was developed few "families" of calibers. This year it's already 80% of new watches have own caliber.
Marketing - the "structure" of product lines are more clear. This tradition to "re-new" one of the lines completely every year was made also during Kern time.
Sales - a lot of new boutique were opened. The idea of Flagship Boutiques. I don't know the process in other countries, but in Russia, to compare with previous years the structure of sellers - own boutique + few AD became much more clear and better in my opinion.
But anyway I think it's still too early to make any conclusions. Mr.Kern is on the way, the trend is up and let's see the progress in next years.
MfG,
Roman
KM/WWW/Mk.11/666/3508/9239/322712/811/3531/5442/5448/PD etc.
Last edited: 15 April, 2012 - 05:54
Roman,
interesting points, I agree with you and I beg pardon I forgot to mention marketing communication as a key factor for the brand's strategies which IWC developed under the guidance of G. Kern terrific.
I believe a decade represents time enough for balance sheets, considering how fast the world changes, ten years of this century can be easily compared to fifty years of the XIX century, for example.
Regarding G. Bluemlein, I'm not sure a comparison can be made, for this matter, you're right, maybe it's too early. G. Bluemlein surely was a man of vision, his heirdom left us with so many good things, A. Lange & Sohne represents just the peak of the iceberg, although he was also responsible of bringing the best IWC's heads of his time into that new reality.
That's the point, maybe it's an early exercise but I'm thinking without any prejudice (nor positive, nor negative) how this decade will be remebered and how will be considered its legacy.
It's clear, I wonder to myself (ans consequenlty to you) because I don't have an answer, for the reasons mentioned above.
Hi Andrew, I've lost this part of your comment. I'm not in football that much but I understand your feelings (Btw, I will always be grateful to both, Liverpool and Man. Utd for mistreating a.s. roma anyway, being this team very antipathetic to me :)).
I agree, it's a similar kind of attachment, to adopt a soccer team for life is natural, to win and to lose is part of the game, in watchmaking, the expecations are similar and different at the same time, as the identification process propels from the quality perceived, anytime quality doesn't match with expectations - generally speaking - disloyalty or estrangement is the feeling, but the flame will always be covertly, alive :)
Regards,
Roberto
Last edited: 11 January, 2013 - 11:07
Roberto, IWC is highly successful nowadays and very recognizable to the masses.
10 years ago it was just known to few mostly European and German speaking Countries.
The cash flow enables RD to invest and proceed to technical innovations such as the Siderale.
Aesthetically speaking maybe the current AT models don't look very appealing compared to the prior line.
Maybe the ever increasing sizes are raising a point too.
The absence or lack of polishing and decorations are a knife to a purist's heart I agree.
But if you were the CEO would you care more for the hordes of returning customers from Asia and America buying an IWC or to the skeptical and critical buyers that are familiar to the brand's DNA that they now see deteriorating?
Don't forget IWC is not a non beneficiary organization.
I have my concerns about certain issues for IWC but I still recognize beautiful creations while I abort others, but most of all I love the people working for IWC and the people attending this Forum, I believe they are unique.
I ll now prepare a drink while I ll be thinking what IWC will make to commemorate the Company's 150 years in 2018, I gotta have a Jubilee before then for sure.
Best regards
Argiris