AA: As a high-tech company, Casio is also a wise company, clearly not jumping on new timepiece functions, technologies, or style trends without careful consideration. What does it take for a new idea to get implemented into a Casio watch, and what is Casio doing to make sure that new ideas and concepts are effectively engineered into products to ensure that they meet Casio’s clearly strict quality standards?
YM: We believe it is important to clarify the identity of each Casio brand and, likewise, release products designed to logically exist within the brands. For example, when we release smartwatches, Casio focuses on the user experience of being outdoors and placed it within the PRO TREK family. Being specifically focused on outdoor functionality and the legacy of PRO TREK is something that currently distinguishes Casio smartwatches from other smartwatches. In terms of G-SHOCK, we have very high standards for toughness levels and do not compromise that, even if we come up with great designs or new technology. G-SHOCK toughness should always be class-leading at all times.
To realize this level of high standards we test again, and again, and only release products that reach our strict product standards. It is also very important that all members of the development process work with a common vision. There cannot be compromises to this core Casio vision.
AA: While Casio is a proudly Japanese brand, it relies on a global customer base for success. What are some of the more effective strategies around the world that Casio employs to stay relevant to consumers who aren’t as aware of the brand’s nuances like many timepiece aficionados are?
YM: One good example of how we participate in the global market is to point out that G-SHOCK organizes events to convey the brand’s identity all over the world. These events convey the world of G-SHOCK through cultural interests such as music, fashion, art, and sports. So far, our G-SHOCK events have been held in more than 80 cities around the world. To increase brand affinity, it is very important to let consumers know the story behind what we do at Casio. Our events are about creating an experience and telling a story, not just about selling the product. This is because we believe that a product can only truly be communicated to consumers when they sympathize with the brand.
AA: Casio has always been a strong technology watchmaker, but over the last few years it has seen more and more competition from around the world as other companies not traditionally in the watch space are offering smartwatches and other connected devices. What is Casio’s strategy to help distinguish itself in an increasingly crowded technology watch market from a product perspective? What about from a marketing and strategy perspective?
YM: Indeed, as you pointed out various manufacturers have joined the smartwatch market, even non-traditional watch manufacturers. Most of these products are often too similar in function. We believe that only strong brand experiences that can provide “the value and joy of possessing the watch itself” can survive in this market. We ensure that using a Casio product feels different from using another company’s product. This is an important part of Casio’s approach to product design. The Casio portfolio consists of many strong brands, such as “G-SHOCK” and “PRO TREK” because these products offer a unique experience. The implication is that a Casio smartwatch experience must not be too similar to other products in the market. I believe that users’ evaluation will ultimately determine the winners in the smartwatch market.
AA: A lot of watch brands today seem to suggest that their main strategy for success is listening to their customers and building them what they want. Clearly, a company needs to set its own creative pace, but listening to the consumer is also important. What is Casio’s take on blending consumer feedback with its own internal desires and set of priorities?
YM: Of course, it is important for any company to listen to user needs. For example, popular design tastes and acceptable price ranges are different when measured country by country. Responding to such local market situations and needs is very important in developing globally as a company. That said, core brand identity should never change. We believe that the core Casio values must be kept and should not deviate even when times change and fashion changes. Trends are not yet tested, and Casio believes in applying tested principles to product design.
As for our G-SHOCK brand, the unalienable product values we have designated are “absolute toughness” and “relentless evolution.” I believe it can be said that the brand has existed for more than 35 years because its core values have been protected, regardless of changes to public sentiment and market trends at the time. If a brand has strong values and goals, then I believe that brand can always flexibly respond to user needs.
AA: What might change at Casio over the next few years from the perspective of the consumer? What types of products are we going to see more of? And what areas of historic focus might Casio be emphasizing less in the near-term or medium-term future?
YM: Casio has been aiming for a fully autonomous watch since we entered the wristwatch business. The Casio goal is to create watches that can keep accurate time without maintenance. Recently, we announced a movement module that links to smartphones via Bluetooth. In the future, Casio will release watches that are not only unique to Casio, but also unique in the market — for example, our focus on CMF (Color, Material, Finishing) that allows Casio watches to be visually distinctive than other watches on the market. Emerging technologies and designs will not be incorporated into our products simply because they are a trend. Casio tests and adapts the applicability of all new technologies in a watch that is right for our brands. Please look forward to what Casio watches will become in the future. We don’t make just fashionable watches.