We’ve had discussions in the past months, internally and externally, about the impact our new online presence (specifically, the eShop) might have on Marvin’s partners, namely retailers, dealers and distributors.  Then recently during BaselWorld, I had a chance to discuss our online strategy and vision with several folks on the distribution and retail side of the industry. I expected hard and immediate push-back, but was pleasantly surprised to discover that, overall, most people found our approach not only refreshing, but positive as well. Still, there were, understandably, some qualms.

As can be expected, the first question I usually got was along the lines of “Why are you guys going to undercut us with the eShop?” On the surface, the argument makes sense. Especially if our intention was to use the eShop for deep discounting. But this is far from the case. As a matter of fact, Marvin will aggressively combat all forms of illegitimate or discounted Marvin offerings on the web. This includes counterfeiters of course – the scourge of every established watch brand and its customers.

The prices displayed on the official online shop will be the same MSRP prices in effect for corresponding markets. Like any other retail store, we will use all means at our disposal to attract, nurture and serve Marvin customers. As a matter of fact, the Marvin eShop will be managed independently exactly like a physical location because, for all intents and purposes, it is just another Marvin retail location. It just happens to be “in the cloud”

But the philosophy behind the eShop and our overall online presence is neither to compete with nor cannibalize retail sales. Quite the contrary. The plan is to support and drive traffic to retail locations. This is an important distinction. And a large difference between short-term tactics and long-term strategy. Because it’s one thing to run an eShop as a one-off profit center, and quite another to run it as a brand driver. Our end goal is clearly to support our partner network. We created an online strategy to create brand buzz and recognition. We use social media and online communication techniques to educate, entertain and inform the public about Marvin. The ROI on this strategy, if properly executed, can be a tremendous win-win for both Marvin and its partner network on the ground.

Another push-back I got went like this: “Online buyers will never shop in a real store”. In my experience, that’s not the case. I think people will poke around the website and the eShop to learn about and compare products. Sure, some might buy online. Especially if they happen to live too far from a retail location. But others will likely want to “touch and feel” the product in a nearby retail location – perhaps even during a business or personal trip.   My good friend Sandrine Szabo recently blogged about this duality as applied to the Apple Corporation. I feel it’s important to give customers the option to go either way. Why force people into one channel or another? Let them make the call at their convenience. Sometimes they’ll shop online, and sometimes not. Ideally both experiences should be just as pleasurable.

Notwithstanding legitimate levels of apprehension regarding the eShop, my impression is that most partners care about one thing from us, and that’s support. They want to hear and know that Marvin will be watching their back, investing with them, providing direction, evangelizing the brand, and sharing risks. Not just in the coming months, but for decades to come.  There is nothing specifically horological about this desire. It’s what sound, long-term business partnerships are all about.

This philosophy is perfectly in line with the Marvin brand for several reasons. First, our owner’s vision is based on longevity and long-term goals. As CEO Cécile Maye puts it, “Marvin has been around for 160 years. Four generations of Didisheims owned it. Then I bought it. And eventually, someone else will take the helm. But what matters is that the Marvin legacy will survive long after we’re all gone, in someone else’s capable hands.”

Second, our web strategy, including the eShop, will support and strengthen our partners on the ground by providing them with the means and tools to educate, entertain and market to their client bases while keeping them informed about all things Marvin.  Additionally,with open and accessible online communication channels (Twitter, Facebook, to name a few) we’ll be able to process and act upon client and partner feedback much quicker. For example, quickly identifying best-sellers and market trends.

In this fast-moving, multifaceted market, that’s quite an advantage. Additionally, the eShop can be used strategically to test out new products and promotions, and feel out certain markets.  This will generate real-time information (and valuable insight) we can share immediately with local partners at will. Information is power.  And we aim to share the wealth.

In this context, I do believe our company’s online strategy, with its associated eShop component, will indeed become a powerful friend to the entire Marvin ecosystem. What’s your opinion? We’d like to know.