for seven years. I joined Panerai in 2010… my boss was Angelo Bonatti, the guy who rebuilt the brand, and I was in charge of the manufacture. So, it fell to me to create a movement strategy, to find alternatives to ETA , build a new manufacture building , and come up with a roadmap for innovation.
It’s a question of mindset, to keep pushing the boundaries as far as the watches will go, in terms of accuracy and materials. It is also about what happens behind the scenes, which customers and journalists do not see. For example, we are on a digital transformation project that has been super impactful in terms of the kind of data we can collect, and analyze.
we showed this year for example. This kind of watch would probably not have happened without the input of customers because it is not what we would normally do.Most of the time, we are lucky because the Panerai community is positive in their feedback. Even when they are sometimes critical, it is usually , and we listen to them, especially on the service side.Leaving aside the matter of servicing, I am thinking of specific watches like the skeleton and the minute repeater.
We also decided to have the watch sound the tens and not the quarters, as one might expect, because we also wanted to do something different. Such high complication challenges come from some markets, especially in Asia, like Hong Kong and Japan. These kinds of challenges, thinking about them and developing them, makes every day in the business new .Turning to the themes this year, we have heard different and sometimes conflicting opinions on just how sustainable a watch can be.
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