Watches World - Men's and women's Richard Mille watches.
The cost of Richard Mille watches starts from $80,000 and reaches several million when it comes to some of the most "exotic" specimens. The brand annually produces at least several models, the price of which exceeds $ 1,000,000, and the average prices for tourbillon watches range from $ 500,000 to $ 800,000. These are very impressive sums even for the world of premium watches. Therefore, the most common question among potential buyers and everyone who is interested in the watch world is: "Why are Richard Mille watches so expensive?".
Compared to other luxury watch brands, Richard Mille’s entry price for its timepieces is expensive.
Does this mean that Richard Mille products have such a high intrinsic value that it justifies such prices? Or are there other factors that allow the brand, and very successfully by the way, to request such money for each individual copy? Many experts asked the same question, tried to figure out how the production of these watches was organized and even directly asked the company's employees about it, including the top management and Richard Millet himself. In this article we will talk about what conclusions they came to, what secrets they managed to uncover that allow Richard Mille to continue to market watches for the most elite buyers who are ready to buy incredibly expensive models one after another.
The founder of the company Richard Mill himself is one of the main reasons for the success of the brand. For a variety of reasons, we can say that without him, the company would not have been able to become and remain what it is today. We will also pay attention to how other employees support Richard Millet's own efforts to promote the brand, but first we will pay a little attention to the background and general context. R. Mill began his professional career in the watchmaking world during the so-called The "quartz crisis" is a time when the traditional Swiss mechanical watch industry was threatened with extinction due to the appearance of cheaper electronic quartz watches, which began to be mass-produced in Asia.
Moreover, R. Mill himself worked for a company that was eventually sold to Seiko, one of those Japanese watch companies that was not only regarded as almost the main enemy of Swiss factories (only recently the Swiss finally began to forgive Japanese competitors for past grievances), but was also among the few players, which aggressively bought up traditional watch brands. All that time, throughout the 1980s, and especially in their first half, it was very difficult for traditional manufacturers of mechanical watches, which, in order to survive, had to somehow transform. For example, at that time Switzerland accounted for only 3% of the global watch market. And these 3% mainly and almost completely included the most expensive models of premium watches. The problem was that, in fact, the only type of products that Swiss brands produced and sold were luxury watches, comparable more to jewelry than to a useful thing, and only the richest people bought them.
