CONSUMERS WHO FED THE HYPE
The uncomfortable truth is that hype does not work because brands impose it on consumers, but because consumers sustain it.
The crowd outside the Swatch stores around the world, including those in London, Dubai and even VivoCity in Singapore, did not appear because Swatch summoned them. Thousands of individuals had independently made the same calculation that a US$400 watch was worth an overnight queue.
In the age of social media, the queue is no longer a by-product of demand. For some, it is the product. The overnight camp becomes content. The sold-out sign is seen as validation. Then for others, hype launches equate to resale value.
Brands understand this more than they admit. Scarcity is not a supply constraint; it is a mechanism. Once it reliably produces attention, it becomes difficult to abandon, even when it creates visible chaos.
Consumer memory, meanwhile, is short. The MoonSwatch chaos is already remembered more as a cultural moment than a brand failure. Royal Pop may well follow the same trajectory, especially if Swatch manages supply effectively in the weeks ahead.
But brands should not confuse softened memory with safety. Hype works, but it is increasingly unclear where its edge ends and risk begins. At some point, the next viral queue will no longer be read as culture, but an incident associated with chaos. By then, attention will be a far weaker justification than it is today.
Samer Elhajjar is senior lecturer at the department of marketing, National University of Singapore (NUS) business school. The opinions expressed are those of the writer and do not represent the views and opinions of NUS.
