JewelBuzz - January 2017 by JewelBuzz

VOL 1 ISSUE11 | JANUARY 2017 | PRICE : Rs. 200

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I N D I A’ S P R E M I U M M AG A Z I N E O N T H E B U S I N E S S O F J E W E L L E RY

& ‘TREND PREDICTIONS FOR 2017’

GROWTH PHASE NEW MARKETS, BETTER MARGINS 2017

2018

CONSOLIDATION TOWARDS MORE ORGANISED INDUSTRY 2016 TRANSFORMATION

PAN LIMIT, EXCISE DUTY, DEMONETISATION...

F RO M T H E P U B L I S H E R

From the Publisher

or all the thought times it gave to the industry whether it was GST, PAN Card, Excise Duty or Demonetisation, the year 2016 gave an excellent opportunity for the Indian Gem and Jewellery Industry to become more organised and transparent. It is now up to the industry to nudge itself to change and the results are already visible. Based on interactions with the industry , Jewel Buzz predicts that 2017 will be an year of consolidation and 2018 will give the industry much to cheer about with market expansions, better margins and beginning of a growth phase. The Union Budget 2017 has not offered anything tangible to the industry, neither had taken any steps affecting the industry negatively. The budget however had taken steps to promote digital transactions. The 10th edition of IIJS Signature hopefully will boost the trade and helps the industry to get prepared for the marriage season ahead. Our other regular features, Center Stage, Management and Store Design continue to provide interesting content for the readers and trigger the thought process. Wishing you all a successful IIJS Signature.

VOL 1 ISSUE 11 | JANUARY 2017 RNI : MAHENG / 2016 / 66630

Publisher VIVEK KABRA Editor ASHIKA KABRA Content Creation & Design PENITUP.COM PHANI GIRISH ROOPESH MAVICHERY SUCHITHRA PILLAI ADVISORY BOARD RAJENDRA JAIN Swarovski Gemstones Business VISHAL GANDHI Tiara Fashion Jewellery Business Developement +91 98190 66366

vivek@jewelbuzz.in Supported by

AM MEDIA HOUSE Corporate Ofﬁce : 2/69, Sahyog Building, SV Road, Opp. Lohana Samaj Wadi, Kandivali (w), Mumbai - 067. India | +91 22 2866 0762 / 63 mail@jewelbuzz.in Registered Ofﬁce : N- 10/2, Ganpati Niwas, Bangur Nagar, Goregaon (W), Mumbai - 400 090 Bangalore : #139, 2nd B Cross, SSR Layout, Dr. Shivram Karanth Nagar, Bengaluru - 560 077 Jaipur : # 2032, BTC House, Pitleyon Ka Chowk, Johari Bazar, Jaipur - 302 003

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Vivek Kabra

vivek@jewelbuzz.in

JEWELBUZZ | VOL 1 ISSUE 11

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I N T HI S I SS U E

VOL 1 ISSUE11 | JANUARY 2017 | PRICE : Rs. 200

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IN THIS ISSUE VOL 1 ISSUE 11 JANUARY 2017

‘TREND PREDICTIONS FOR 2017’

GROWTH PHASE NEW MARKETS, BETTER MARGINS 2017

2018

CONSOLIDATION TOWARDS MORE ORGANISED INDUSTRY 2016 TRANSFORMATION

PAN LIMIT, EXCISE DUTY, DEMONETISATION...

UNION BUDGET HIGHLIGHTS

12 14

COVER STORY

2017

BEGINNING OF A GOLDEN ERA

Cover Page: A Penitup Concept

I N D I A’ S P R E M I U M M AG A Z I N E O N T H E B U S I N E S S O F J E W E L L E RY

CENTRE STAGE LATEST COLLECTIONS

20 CUSTOMER RELATIONSHIP

MANAGEMENT

MANAGING TOUGH TIMES

MANAGEMENT LEADERSHIP & MEDITATION

CUSTOMER ENGAGEMENT PERSONAL TOUCH LEADERSHIP

VOL 1 ISSUE 11 | JEWELBUZZ

STORE DESIGN STORE DESIGN

VOL 1 ISSUE 11 | JEWELBUZZ

EVENT JEWELLERY YOUTH FORUM LAUCNHES JYPL Jewellery Youth Forum

India’s Premium Magazine on the Business of Jewellery Get your digital copy here

JEWELBUZZ | VOL 1 ISSUE 11

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UN I ON BU DGE T

2017-18

Union Budget

Highlights

No cash transaction above Rs 3 lakhs. Not to remove Minimum Alternative Tax in 2017-18; Propose to allow a carry forward of MAT for a period of 15 yrs as against 10 years now. Income tax for small companies with an annual turn over of 50 crore, now to pay 25%, a 5% reduction. The net tax revenue grew by 17% in 2015-16y. Plan to extend basket of financial instruments to which the capital gains can be invested sans payment of tax. Due to demonitisation advance tax on personal Income tax increased by 34.8%. Out of 3.7 crore who filed tax returns in 2015-16, only 24 lakh persons showed income above Rs 10 lakh. Of 76 lakh individuals who reported income of over Rs 5 lakh, 56 lakh are salaried. More funds beyond Rs 10,000 cr for recapitalisation of banks will be provided if needed. Government to further liberalise FDI policy. Trade Infrastructure Export Scheme to be launched in 2017-18; total allocation for infra at record Rs 3.96 lakh cr. Government provides Rs 2.41 lakh crore for transport sector, including railways, road and shipping. Fiscal Deficit target for 2017-18 is 3.2%. Total expenditure of budget 2017-18 has been placed at Rs 21.47 lakh crore. The Aadhar enabled payment system to be launched soon;Banks have targeted to introduce additional 10 lakh Point-of-Sale terminals by Mar’17. Government considering introduction of new law to confiscate assets of offenders who escape the country. FIPB may be phased out by 2017-18, New FDI policy under consideration. Allocation to electronics manufacturers schemes like MSIPS increased to all time high of Rs 745 crores with 250 proposals received. The Foreign Investment Promotion Board has been abolished. Demonetisation two tectonic policy initiatives, We have witnessed historic and impactful economic reform and policymaking. Number of global reports show India has considerably improved its policies, profile and practice. 12

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SAURABH GADGIL

Chairman & Managing Director, PNG Jewellers & Director, IBJA

“The Union Budget FY 17-18 seems to be in the right direction, it lends focused development towards sectors like infrastructure, agriculture railway etc. It also focuses on creating ease of doing business and reformation in FDI policies. Furthermore, the government has welcomed digital payments and has furthered the initiative with Aadhar based cashless payments. Relaxation in direct taxes will bring a huge respite to tax paying middle class citizens. The budget will bring about growth and prosperity in the rural sectors which in turn will create a positive outlook and sentiment towards retail economy. The Gems and Jewellery industry was deeply stung by multiple issue in past year, the budget has no negatives, hence we are hoping for it to be all positive. The advent of gold spot exchange will bring a transparent platform where industry will trade locally instead of depending on the international market. We are positive this budget will bring about the required conﬁdence in the economy and beneﬁt the industry in the long run.”

C E N T RE STAGE

COCKTAIL RINGS BY ADAWNA Adawna, a contemporary silver jewellery brand, presents a splendid range of “Cocktail Rings” collection for fashion enthusiasts. It is an assortment of ﬁnely handcrafted elegant rings to make you look stunning. Adorn the exclusive range of chunky rings that will complement your attire in its entirety. The range is crafted in silver, studded with swarovski and other semi-precious gem stones to make it an ideal part of your party outﬁt. Vibrant with captivating hues, the powerful melange of ensembles from Adawna will rock your soirees.

JEWELBUZZ | VOL 1 ISSUE 11

C E N T RE STAGE

RELIANCE JEWELS BRIDAL COLLECTION ENCAPSULATES THE GRANDEUR OF INDIAN WEDDINGS Weddings are a special occasion for every woman; itâ&#x20AC;&#x2122;s a day that every girl has dreamed of as a child. To make this momentous occasion even more special Reliance Jewels has launched a wedding collection that includes Bridal sets in Diamond and Gold, Statement Earrings, Rings with a blend of Gold, Colored Gemstones and Diamonds.

JEWELBUZZ | VOL 1 ISSUE 11

C E N T RE STAGE

SERENE AFFAIR WITH VELVETCASE.COM The magniďŹ cent array of white pearls assorted with the latest designs is an elegant pick to render a unique style statement. Featuring alluring designs, this latest collection is sure to become an instant favorite with the ladies. One can be ready for ofďŹ ce parties to social gatherings by donning these lovely pieces by Velvetcase.com.

JEWELBUZZ | VOL 1 ISSUE 11

M A RK ET I N G T R E N DS

G 2017

CONSOLIDATION

TOWARDS MORE ORGANISED INDUSTRY

JEWELBUZZ | VOL 1 ISSUE 11

For all the thought times it gave to the industry whether it was GST, PAN Card, Excise Duty or Demonetisation, the year 2016 gave an excellent opportunity for the Indian Gem and Jewellery Industry to become more organised and transparent. It is now up to the industry to nudge itself to change and the results are already visible. The individual business houses began the process of getting organised, getting digital and getting consumer driven. JewelBuzz predicts that 2017 will be an year of consolidation and 2018 will give the industry much to cheer about with market expansions, better margins and beginning of a growth phase.

GROWTH PHASE

2018

NEW MARKETS, BETTER MARGINS

TRANSFORMATION PAN LIMIT, EXCISE DUTY, DEMONETISATION...

2016 VOL 1 ISSUE 11 | JEWELBUZZ

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industry hit by mandatory PAN Card for purchases over Rs 2 lakh

More than half the organised jewellery trade has been impacted during the last few months, due to the government’s decision to make PAN Card mandatory for transactions over Rs 2 lakh, said G V Sreedhar, immediate past Chairman of All India Gems & Jewellery Trade Federation (GJF). Various restrictions by the government have put the genuine trader in a spot, and have given a fillip to unethical practices in the industry, Federation officials said. “More than 50 per cent of the business has been affected in terms of value, by implementation of the PAN Card restriction. Customers are moving to the unorganised sector, where quality is a question.” Sreedhar said.

to look into the demands of the jewellers is expected to come up with its report soon. He said that the import of gold has come down from around 70 tonnes a month to around 30-45 tonnes.

Customers who don’t have a PAN Card or who are not willing to share the card’s details, go to an unorganised retailer, who may sell the jewellery without a bill. He said almost 75 per cent of jewellery sales happen through the organised sector, which is 25 per cent of the industry at present.

Gold jewellery lost its glitter due to the increase in the price of the precious metal as well as the government’s decision to make customers quote their permanent account number or PAN while making purchases of Rs 2 lakh or more. Jewellers said that even hefty discounts of 20-50% on making charges for jewellery have failed to spur sales. Especially in rural areas, which account for 60% of India’s annual gold consumption of 900 tonnes, they said, the new requirement has kept customers away since most farmers don’t have PAN cards, spelling sluggishness in trade of the sort that hasn’t been seen for the past 15 years.

The higher customs duty, the recently implemented excise duty along with other issues, are resulting in an increase in smuggling, which is not healthy for the country. Sreedhar added that the committee set up by the central government 22

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Effective from Jan 1st, 2016, the govt had made it mandatory for customers to produce a PAN Card if they bought jewellery worth over Rs 2 lakh. The cap was earlier at Rs 5 lakh. Sreedhar added that on an average around 30 per cent of the total sales in a retail outlet would be above Rs 2 lakh and in terms of value, it would around 70 per cent of the total sales.

After the initial negative reactions to the limit, the industry had come up with suitable strategies to get the business going. Sourabh Gadgil, thinks , instead of PAN card limit which can be altered any time, the jewellers should focus on getting the right consumers. If the consumes has accounted his money, he does not hesitate to give the pan card details. The jewellers must first makeup their mind that they will follow all the norms and make the consumer understand. When people are buying online every transaction is tracked and all the bank details are given. The same should hold good for sales in retails stores too. K Srinivasan, thinks that it helps to plan the product strategy based on the PAN limit. He says, Obviously the product strategy, to the largest extent will change to fit into the limit where pan card is not mandatory for maximum cash purchase. This means the chances are bleak for heavy weight and high end jewellery unlike earlier days.

K. Srinivasan MD, Emerald Jewel Industry India Limited

Surendra Mehta Secretary, IBJA

Surendra Mehta agrees, Yes, Normally at current price levels a 70 GMS product can be sold without PAN card in cash. Jewellers needs to change their product plan to make goods below to 70 gms. Rajendra Jain concludes that one has to adapt to the situation and balance product strategy to achieve success. It will surely attract the consumers and possibly can help in creating the demand and increase the sales for everyone in the supply chains if one produces & sells the attractive and innovative products at the retail below the PAN Card range.

This absolutely does not mean that other products and high value products will not have any demand or sales, there will always be a good demand and customers during the wedding seasons and festivals. The only change that can be expected is, the volume sales can reduce as compared to the previous years. Hence one has to adapt the Rajendra Jain situational and balancing product Managing Director Swarovski Gemstone Business strategy to achieve success.

Chetan Thadeshwar

Director Shringar - House of Mangalsutra

â&#x20AC;&#x153;2016 has not been a good year for the industry. Lack of a good marriage season and government policy changes had an adverse effect on the industry. The industry has come to complete standstill for 20 days after demonitisation. But the sales have picked up and we are seeing a good business turnout since then . We have reports that people are upbeat about IIJS Signature and are going to visit the show in big numbers. Jewellery Buying is going strong in spite of Signature being just a week away. The industry has always bounced back after every challenging situation and will continue to do so as long as Indiaâ&#x20AC;&#x2122;s love for jewellery is there. People should understand that Government is not against the industry but against those who operate out of system and taking steps to bring them into the system.. Those people who are practicing unethical business practices , not only in jewellery but in any industry will have to get organized otherwise, it will be very hard for them to continue. As for as organized players are concerned, I can say 2018 would be an excellent year.â&#x20AC;? VOL 1 ISSUE 11 | JEWELBUZZ

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The 42 day strike against excise duty had brought the Indian GJ industry to a complete standstill. Over three lakh jewellers from more than 300 associations kept their establishments closed across the country during the strike and the industry is estimated to have incurred over Rs 1 lakh crore loss due to the strike. During the strike days, the striking jewellers not only lost on new business but also faced tough time retaining artisans and managing expenses like showroom rent, interest on inventory, labour costs etc. its time to look back and probe into the 6-week old strike period and check if the industry had undertaken necessary steps.

Understanding excise duty compliance Perhaps the most critical after effect is the need for the industry to develop basic firsthand knowledge of the excise duty and compliance. Since the initial stages of the excise days would be not easy to wade through a basic understanding of the compliance would help the industry to approach it better. IBJA has released a comprehensive booklet on the excise duty, the following are some of the key points : The levy and collection of Central Excise Duty is on the manufacture of Jewellery (excluding silver Jewellery, not studded with diamonds, ruby, emerald or sapphire). It is applicable to both branded as well as unbranded Jewellery. The rate of duty on the Jewellery are as follows: 1% on transaction value [without Cenvat credit on inputs and capital goods. However credit on input services is eligible] or 12.5% with Cenvat credit of inputs, input services and capital goods. The benefit of SSI exemption (exemption based on value of clearance) is available if the value of manufactured goods (on own or through job worker) cleared domestically has not crossed Rs. 12 Crores (all goods manufactured including silver Jewellery) in the financial year 2014-15. 24

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The benefit for March 2016 is 50 lakhs. Similarly if the domestic value of clearance has not crossed 12 crores (all goods manufactured including silver Jewellery) in the financial year 2015-16, for the financial year 2016-17, exemption upto 6 crores of value of clearances can be availed. The said exemption based on value of clearance is not available if manufacturer affixes the brand name of another person. For determining the eligibility for availing SSI exemption based on previous financial year as explained above, a certificate from a chartered accountant, based on books of account shall suffice and does not require any verification from the departmental officersâ&#x20AC;&#x2122; side. While computing the above said value of clearances, the value of exports or the value of traded goods i.e. purchased and sold or the goods manufactured with the brand name of others (on which duty has to be paid) should not be counted.

Structural changes in Gold manufacturing industry With the excise duty now being a certainty, the changes in the way industry operates especially manufacturing activities could be seen once the compliance starts. First impact would be on unaccounted trade as excise levy will require jewellers to keep records of purchase of gold. Compliance cost for manufacturing will go up straining the margins and manufacturers would have to either scale up their businesses or cut costs to protect margins leading to structural changes to the way business is done. Many small jewellers who used to work with unaccounted gold would prefer to exit jewellery manufacturing business and start trading without the worry of excise duty creating supply vacuum to be filled by more organised manufacturing units. Over all, business would become more organized and unorganized businesses will have tough time.

Skilled workforce Skilled workforce is the backbone of any business and jewellery industry is no exception. The industry runs on the shoulders of millions of skilled and semi skilled work force and the excise duty strike abruptly stopped their lively hood forcing them to go back to their home towns or look for other alternatives of employment. This would badly impact the industry on the long run. As per one estimate, over 200,000 skilled and unskilled workers are employed largely on daily wage basis in the Zaveri Bazaar market alone. Jewellery manufacturers spend large sums of money on their training in a professional institute and retain them as loyal and long term employees. If the industry looses this skilled workers it would be difficult bring them back to industry forcing industry into an acute shortage of work force.

Deepak M Seth

Partner S.K. Seth Jewellers

â&#x20AC;&#x153;After a tough 2016,The industry is getting organized and transactions have become more transparent . The customers are complying to the norms . This is a good indication for the people to get organized and do transparent business. There are other positive indicators that business will be good in coming years. 40% of Indian population in youth and they are going to become a very strong prospect base for the industry. The income levels of tier 2 and 3 towns are increasing thus creating good demand for jewellery business. I think 2017 will be a year of practice and the real game begins in 2018.â&#x20AC;?

Many gold and diamond jewellery artisans have shifted to doing imitation pieces in the past one month as a prolonged strike in the sector has raised fears of job security and steady income. The strike, which was on for more than a month, had raised concerns among artisans of uncertain work flow and steady income. Many gold and diamond jewellery artisans have shifted to imitation pieces due to the prolonged strike which created panic among the workers in terms of job security and steady income. The question remains for the industry to ask itself if it has taken suitable measures to with stand future implications and has done enough to keep the skilled work force and artisans without shifting to other industries. VOL 1 ISSUE 11 | JEWELBUZZ

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N O I T A S I T E N DEMO

8pm: 8/11/2016 The Indian Gem and Jewellery Industry will not be forgetting this moment for a long time to come, the reasons may be different for different members though.

eing one of the oldest industry in India, it has seen many ups and downs but never has experienced a moment which presented an excellent opportunity for the industry to transform itself into a transparent and organised entity. But again, it is easier said than done. The process of getting organised and transparent should start from each individual member and translate into a movement progressing towards a more organised industry.

Towards a more organised industry The jewellery industry, on one side plays an important role in the lives of Indians by offering the jewellery at various life moments, provides employment to many and on the other hand suffers from lack of trust from the government and customers. It is perhaps the only industry which opposed the PAN limit of Rs 2 lakh policy. The way some members of the industry operated post demonetisation created an image of industry as platform helping the people to convert black money. With government giving enough indications that the process of making businesses more transparent and digital, the industry has no choice but to change the way it operates 26

JEWELBUZZ | VOL 1 ISSUE 11

and become organised and transparent as per the govt rules. In future , all the financial transactions will be trackable paving the way for the organised sector and also directing the right path for the unorganised players to follow the ethical business practises.

Change in the overall business strategy The demonetisation, opposite to what some members of the trade think, presents an excellent opportunity for people in the jewellery business, be it a retailer, wholesaler or manufacturer. It provided enough push for the businesses in the jewellery trade to go back to the drawing table and rethink overall business strategy.

Product and promotion strategy In Indian jewellery business, 85-90 per cent of transactions in the unorganised market take place in cash and in the organised market cash transactions stand about 40 per cent. The demonetisation had almost all the cash transactions come to standstill. This, in addition to PAN card limit on the purchase, had made the jewellery sales dropped further.

Rahul Mehta

Managing Director Silver Emporium Pvt. Ltd.

“We are looking at exponential growth in silver industry in coming years. Organised players are in best position to take advantage. We see silver industry growing at more than 50 ℅ to 70℅ in jewellery segment and 30 ℅ in need artefacts segment.”

A jeweller has to plan his product strategy around PAN card limit or independent of based on an internal strategic decision and take the advantage of the increase in payments through cards and online. Demonetisation also made people to cut down on discretionary spending and move towards gold as a more reliable investment.

Role of Associations With more than a million members in the industry, the local, regional and national associations have a key role to play in helping the industry to transform into a more organised entity . It is important that the change is implemented at every level and associations come together and lead the industry towards transparency and ethical business practices. The associations also have greater role to play present a positive case to the government and consumers.

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Trend predictions 2017 Indian Jewellery industry

Better Designs

Consumer Centric Market Expansions

The market will move from selling the yellow metal based on per gram prices to creating better designed jewellery to suit the everchanging tastes and preferences. The designs will be more functional catering to the rapidly growing youth markets. The luxury and couture segments have their dedicated client base and define the design trends in the country.

The industry will move from selling what they have, to offering what the consumer wants thus increasing the consumer base by creating new market segments based on geography, technology, convivence, product experience. The industry would invest more Better Margins on finding better ways to reach With the industry getting more organised and customers and sell jewellery transparent, jewellers who follow unethical business to them. This would include practices or competition methods will either must investing in technology, leave the industry or change the way they practice efficient processes and their businesses thus creating a more level playing effective management field for jewellers to compete among themselves. practices. Though we may not see the entire industry changing entirely, there is a more than good chance of things getting organised and thus better margins for the jewellers.

JEWELBUZZ | VOL 1 ISSUE 11

Jew

elle

ry :

Experience Based Marketing:

The jewellery buying will change from basic yellow metal buying to a wholesome shopping experience. The jewellers will be competing with the online buying portals, which provide convenience of shopping from homes to attract and engage customers. The marketing communications would also go through the change providing emotional appeal to the customers than rates, discounts and making charges. The industry will change from communicating ‘She is wearing beautiful jewellery ‘to’ She is beautiful wearing Jewellery’.

Hazoori

lal Jew

ellers

Online Sales

The trend of selling jewellery online either through online market places or having own e commerce porta will pick up speed. Most of the top jewellery brands already have their presence in the digital world and other jewellers follow suit this year. They will be making a choice between an online market place or an exclusive e commerce portal , but the ideal choice would be to have presence in both , an online market place to reach huge numbers and own e commerce portal providing an exclusive brand shopping experience. T

a any

Ras

tog

Organised Industry and Transparent Business Transactions

The change has already began though it was a forced one and the individual players are becoming legal compliant , setting up processes for professional and transparent business practices. Those who art yet to initiate the process, would be doing very soon , having no option left otherwise. The recent recommendations by the chief ministers’ committee on digital payment lead by Chandra Babu Naidu has recommended to levy a banking cash transaction tax on cash transactions of Rs 50,000 and above clearly indicating a push for digital transactions , which are more transparent and trackable in coming days.

Winning back the consumer trust

Jewellery industry suffers from a peculiar trust issue. In most cases, the customers trust the gold but not the jeweller who is selling the gold. The lack of transparency in prices, quality of metal, discrepancies in quantity made the customers to view jewellers with a suspicion. The above trends help the industry to win back the trust of the customers back. VOL 1 ISSUE 11 | JEWELBUZZ

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CUSTOMERCENTRIC MARKETING:

CATERING TO TODAY’S DIGITAL CONSUMER

he majority of your visitors and prospects aren’t just accustomed to instant gratification, they expect it. They want a relevant and engaging experience with your brand right from the start. They have a specific checklist of demands, and it goes something like this:

you must be able to analyze the context of how they’re engaging with your brand, and use that information to drive relevance. This means pulling customer data from multiple sources, then distilling and connecting it all to form a bigger picture.

Cross-platform accessibility

Customer-centric marketing strategies

Search results that meet with their intentions Uncluttered, easily digestible information Clear, straightforward calls to action. Multiple contact paths, including social media If you’re not delivering customer-centric marketing, you’re driving visitors and prospects straight to your competitors.

The challenges of modern customer-focused marketing Creating a satisfying customer experience with each and every interaction is no easy feat. After all, no two customer journeys are alike. With multiple channels, paths, and funnels leading to your brand and to the holy grail of conversion, there are dozens of points along the way where things can go wrong and turn prospects away. It’s important for marketers to understand customer expectations, and be prepared to meet their needs. Your customers want a seamless experience. To deliver,

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Your customers want to engage with your brand quickly and conveniently, through the channels they already use. The key is to make your brand widely accessible, and deliver on your promises every time. An accessible and engaging customer-focused marketing strategy can include: Multichannel interaction with responsive design that displays optimally on all devices Active and responsive social media platforms, particularly Facebook The ability to read and post consumer reviews of your products or services Video presentations, tutorials, and demos Text reminders and instant order confirm emails Mobile ordering for in-store pickups Phone availability for customer support

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Follow-up product surveys and special offers Exceptional customer service Making your brand accessible and meeting your customers’ expectations isn’t a simple task, but the returns are phenomenal.

Mastering the customer profile There are a lot of tools out there for marketers, but most of them offer limited glimpses of customers and prospects. You might see where Joe Smith lives and works, or that he bought a lawnmower at the hardware store last month, or that he’s been searching online for a new suit—but you may not see an aggregation of all three. Insightful data forms the foundation of all personalization, and tools like Adobe Marketing Cloud enable you to leverage a single view of visitors as they interact across all brand touch points—whether that’s offsite acquisition, onsite personalization, remarketing, or reporting and analysis.

And user profile management is just the beginning. Adobe Marketing Cloud, for example, also provides an integrated master marketing profile for each visitor that gives you access to real-time customer data for informed decision making. Combining audience membership, behavioral data, and contextual information, the profile helps you determine the best next experience for the user. This master marketing profile infrastructure is one of the most important features of Adobe Marketing Cloud, delivering on the promise of a single view of the customer and real-time accessibility. The solutions in the Adobe Marketing Cloud can help you meet the challenges of today’s customer-centric marketing landscape. Armed with a comprehensive view of each customer and prospect, you’ll be better able to optimize your campaigns and take action in real time. Source : Adobe Digital Marketing Blog

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Pramod Mehta

Director Shilpi Jewellers Pvt. Ltd.

“No doubt, 2016 was a tough year for the industry, but that was part of getting the industry organized and the steps taken by the government are in right direction and will help the organized players in the longterm. The business has picked up and we are expecting the trend to continue in Signature and coming marriage season after that. Jewellery business is a traditional business and will always be in demand except some short term phases. I see Platinum as the metal for future as the young generation favours and the demand for Platinum is going to increase in future. I see great times ahead for the jewellery industry and organized players will beneﬁt greatly from it.”

GJ 2 A/B

GJ A 107A GJ A 107B GJ B 108B GJ B 108A

GJ B 107A

GJ A 103A GJ A 103B

GJ B 104

GJ B 103A GJ B 103B

GJ C 104

GJ A 099A GJ A 099B

GJ B 100

GJ B 099A GJ B 099B

GJ C 100

GJ A 097A GJ A 097B

GJ B 098

GJ B 097A GJ B 097B

GJ C 098

GJ A 093A GJ A 093B

GJ B 094

GJ B 093A GJ B 093B

GJ B 107B GJ C 108C GJ C 108B GJ C 108A

GJ A 102

ST F 109A ST F 109B

GJ D 102

GJ E 102

ST F 104

GJ E 101

ST F 102

GJ C 099 GJ C 097

GJ D 100 GJ D098

GJ E 100 GJ E 098

ST F 103A ST F 103B ST G 104

ST H 103A ST H 103B ST J 104B ST J 104A

ST H 104

GJ C 095

GJ D 096 GJ D 094 GJ C 094

GJ E 096 GJ E 094

GJ B 092

GJ B 091A GJ B 091B

GJ D 090

GJ C 092

GJ B 088

GJ B 087A GJ B 087B

GJ C 088

GJ A 085A GJ A 085B

GJ B 086

GJ B 085A GJ B 085B

GJ C 086

GJ E 092

ST G 101A ST G 101B ST H 102

ST H 101A ST H 101B ST J 102B ST J 102A

ST F 097A ST F 097B ST G 098

ST G 097A ST G 097B

ST H 098

ST H 097A ST H 097B ST J 098B ST J 098A

ST J 099 ST J 097

ST K 098

ST F 095A ST F 095B ST G 096

ST G 095A ST G 095B ST H 096

ST H 095A ST H 095B ST J 096B ST J 096A

ST J 095

ST K 096

ST K 095

ST L 096

ST L 095A ST L 095B ST M 096B ST M 096A

ST H 091A ST H 091B ST J 092B

ST J 091

ST K 092 ST K 090

ST K 091

ST L 092

ST L 091A ST L 091B ST M 092

ST G 102

ST K 101 ST K 099

ST F 094

GJ E 091 GJ E 089

ST F 088

GJ D 084 GJ D 082

GJ E 084 GJ E 082

ST G 092

ST J 092A

ST G 090

ST H 089A ST H 089B ST J 090B

ST J 090A

GJ A 075 A GJ A 075 B

GJ B 076

GJ B 079A GJ B 079B GJ C 080

GJ B 075A GJ B 075B GJ C 076

GJ C 079 GJ C 077

ST N 103A ST N 103B

ST L 101A ST L 101B ST M 102B ST M 102A

ST P 104

ST N 101A ST N 101B ST P 102

ST L 100

ST P 101 ST P 099

ST M 099

ST N 100 ST L 097A ST L 097B ST M 098B ST M 098A

ST N 098

ST N 097A ST N 097B

ST P 098

ST N 096

ST N 095A ST N 095B

ST P 096

ST P 097 ST P 095

ST M 097

ST L 098

ST M 095

ST N 091A ST N 091B ST P 092

GJ D 080 GJ D 078 GJ D 076 GJ D 074

GJ C 075

ST F 085B ST G 086

GJ E 080

ST F 086 ST F 084

ST L 090

ST L 089A ST L 089B ST M 090

ST K 086

ST K 085

ST L 086

ST L 085A

ST K 083 ST K 081

ST L 084 ST L 082

ST L 083A ST L 083B ST M 084B ST M 084A

ST K 079

ST L 080

ST K 077

ST L 078

ST J 089

ST H 085A ST H 085B ST J 086B ST J 086A

ST G 085A ST G 085B ST H 086

GOREGAON, MUMBAI

STALL NO : GJC077 HALL 5 ST F 083A

ST F 083B ST G 084

ST F 079A ST F 079B ST G 080

ST G 079A

ST P 090

ST P 089 ST P 087

ST K 088 ST L 085B ST M 086B ST M 086A

ST M 085

ST N 085A ST N 085B ST P 086

ST N 086

ST P 085 ST P 083 ST M 083

ST H 084

ST H 083A ST H 083B ST J 084B

ST J 084A

ST J 083

ST K 084

ST G 079B ST H 080

ST H 079A ST H 079B ST J 080B

ST J 080A

ST J 079

ST K 080

ST G 083A ST G 083B

ST N 089A ST N 089B

ST K 089

ST J 085

ST J 087 ST F 085A

GJ E 083

GJ E 079

CAFETERIA

ST N 102

ST P 091 ST F 091A ST F 091B

ST F 089A ST F 089B

GJ E 087 GJ E 085

GJ E 086

GJ E 081

GJ A 080 GJ A 078

ST N 104

ST M 101

ST K 100

ST K 097

ST F 090 GJ C 085

GJ C 083 GJ C 081

ST L 102

ST M 103

GJ E 088 GJ D 088 GJ D 086

GJ B 081A GJ B 081B GJ C 082

ST K 102

ST F 092

GJ C 087

GJ A 088 GJ A 086

GJ A 084 GJ A 082

ST 2 A/B

GJ E 093

GJ C 089 GJ A 087A GJ A 087B

ST P 093 GJ D 092

GJ A 091A GJ A 091B

ST J 101

GJ E 095

GJ C 093 GJ C 091

GJ A 092 GJ A 090

ST M 109 ST N 110B ST N 110A ST N 109B ST N 109A ST P 110B ST P 110A

ST L 103A ST L 103B ST M 104B ST M 104A

VISIT US AT ST F 101A ST F 101B

GJ E 099 GJ E 097

ST G 103A ST G 103B

ST F 100

GJ A 096 GJ A 094

ST L 109A ST L 109B ST L 110C ST L 110B ST L 110A

ST G 110 ST G 109A ST G 109B ST H 110B ST H 110A ST H 109A ST H 109B ST J 110C ST J 110B ST J 110A

ST P 103 GJ C 101

GJ A 100

GJ A 098

ST 1 A/B

PURE PLATINUMTM THE COUPLE BAND EXPERTS...

ST N 084

ST N 083A ST N 083B ST P 084 ST N 082 ST P 081 ST M 081 ST M 079

ST L 079A ST L 079B ST M 080B ST M 080A

ST N 079A

ST P 080

ST N 077A

ST P 078

WAY TO CAFETERIA

ST F 082

GJ E 076

GJ E 077 GJ E 075 ST F 080 ST F 078

GJ A 076 GJ A 074

ST F 077A ST F 077B ST G 078

ST G 077A ST G 077B

ST F 073A ST F 073B

ST G 073 A ST G 073 B ST H 074

ST H 078

ST J 078A

ST J 077

ST K 078

ST H 073A ST H 073B ST J 074B ST J 074A

ST J 073

ST K 074

ST J 071

ST K 072

ST J 069

ST K 070

ST H 077A ST H 077B ST J 078B

ST N 080

ST L 077A ST L 077B ST M 078B ST M 078A

ST M 077

ST L 073A ST L 073B ST M 074B ST M 074A

ST M 073

ST N 078

ST P 075 GJ A 073 A GJ A 073 B

GJ B 074

GJ B 073A GJ B 073B GJ C 074

GJ C 073

GJ E 074 GJ E 072

GJ E 073 GJ E 071

ST G 074

ST K 073

ST L 074

ST N 073A ST N 073B

ST N 074

ST P 074

ST F 076

GJ B 070

GJ B 069A GJ B 069B GJ C 070

GJ A 067A GJ A 067B GJ B 068

GJ B 067A GJ B 067B GJ C 068

GJ C 071 GJ C 069

GJ E 070

GJ C 067 GJ C 065

GJ D 072 GJ D 070 GJ D 068 GJ D 066 GJ D 064 GJ D 062

ST F 072

GJ E 069 GJ E 067

GJ B 064

GJ B 063A

GJ B 063B GJ C 064

GJ A 061A GJ A 061B

GJ B 062

GJ B 061A

GJ B 061B GJ C 062

GJ A 033A GJ A 033B

GJ B 034

GJ A 031A

GJ A 031B

GJ B 032

GJ A 027A GJ A 027B

GJ B 028

SC G 058

SC G 057A SC G 057B SC H 058B SC H 058A

SC J 057A SC J 057B SC K 058B SC K 058A

SC K 057A SC K 057B SC L 058B SC L 058A

SC L 057A SC L 057B SC N 058B SC N 058A

HALL 1

SC G 053A SC G 053B SC H 054B SC H 054A

ST F 060

SC L 053A SC L 053B SC N 054B SC N 054A

SC B 049

SC C 050

GJ C 047 GJ C 045

GJ E 045 GJ E 043

GJ D 046

SC G 051A SC G 051B SC H 052B SC H 052A

SC F 047 SC B 045

GJ D 044

SC C 046

SC G 047A SC G 047B SC H 048B SC H 048A

SC G 048

SC J 047A

SC J 047B SC K 048B SC K 048A

GJ E 044

SC B 043

GJ B 037A

GJ D 042 GJ D 040

SC C 044 GJ C 043 GJ C 041 GJ C 039

GJ E 042 GJ E 040

ST N 057

ST P 058

ST N 055

ST P 056

GJ C 038

SC K 047A SC K 047B SC L 048B SC L 048A

GJ C 028

ST N 053

ST P 054

ST P 053 ST P 051

ST N 049

ST P 050

ST P 049

ST N 047

ST P 048

ST P 047

ST N 045

ST P 046

ST P 045

SC L 047A SC L 047B SC N 048B SC N 048A

SC G 046

ST F 041 ST F 039

ST G 042 ST G 040

SC G 045A SC G 045B SC H 046B SC H 046A

SC J 045A SC J 045B SC K 046B SC K 046A

SC K 045A SC K 045B SC L 046B SC L 046A

SC L 045A SC L 045B SC N 046B SC N 046A

GJ E 037 GJ E 035

ST J 039A

ST K 039A ST K 039B ST L 040B ST L 040A

ST L 039A

ST N 039

GJ C 029 GJ C 027

ST J 039B ST K 040B ST K 040A

ST P 040

ST P 039

ST L 039B ST N 040B ST N 040A

GJ E 036 ST F 040 ST F 038

GJ E 033 GJ E 032

GJ E 031

GJ E 030

GJ E 029

GJ D 028 GJ D 026

GJ E 028 GJ E 026

GJ E 027 GJ E 025

GJ D 024

GJ E 024

GJ E 023 GJ E 021

ST G 038

ST G 037A ST G 037B ST G 037C ST H 038B ST H 038A

ST J 037A ST J 037B ST K 038B ST K 038A

ST K 037A ST K 037B ST L 038B ST L 038A

ST F 034

ST F 037

ST F 033

ST G 034

ST G 033A

IN J 033A

IN J 033B

ST K 034B ST K 034A

ST K 033A ST K 033B ST L 034B

ST L 034A

ST F 032

ST F 031

ST G 032

ST G 031A

IN J 031A

IN J 031B ST K 032B ST K 032A

ST K 031A ST K 031B ST L 032B

ST L 032A

ST F 036

GJ C 033 GJ C 031

GJ B 027A GJ B 027B

SC F 045

ST G 039A ST G 039B ST G 039C ST H 040B ST H 040A

GJ C 037 GJ C 035

GJ D 034 GJ D 032

CAFETERIA

ST P 061 ST P 059

GJ E 038 GJ D 038 GJ D 036

GJ B 037B

ST P 065 ST P 063

ST P 057 ST P 055

ST F 046 ST F 044 ST F 042

GJ E 041 GJ E 039

GJ B 039B GJ C 040

ST L 037A

ST L 037B ST N 038B ST N 038A

ST N 037 ST N 035

ST P 038 ST P 036

ST P 037 ST P 035

ST N 033

ST P 034

ST P 033

AL M 029

GJ B 026

GJ B 025A GJ B 025B GJ C 026

GJ C 025

GJ D 022

GJ A 021A GJ A 021B

GJ B 022

GJ B 021A GJ B 021B GJ C 022

GJ A 019A GJ A 019B

GJ B 020

GJ B 019A GJ B 019B

GJ C 023 GJ C 021

GJ C 020

GJ C 019

MH F 026 MH F 024

GJ E 019 GJ E 017

GJ C 017 GJ B 016

GJ B 015A GJ B 015B GJ C 016

GJ A 013A GJ A 013B

GJ B 014

GJ B 013A GJ B 013B GJ C 014

GJ A 009A GJ A 009B

GJ B 010

GJ B 009A GJ B 009B

GJ C 015

MH F 025 MH F 023

MH G 026 MH G 024

GJ D 016

GJ E 016

GJ D 014

GJ E 014

GJ E 015 GJ E 013

GJ D 012

GJ E 012

GJ E 011

MH F 020

MH F 021 MH F 019

MH G 022 MH G 020

MH F 017

MH G 018

MH F 018 GJ C 013

GJ C 010 GJ E 010 GJ C 007

GJ A 007A GJ A 007B

GJ B 008

GJ B 007A

GJ B 007B

GJ C 008

LS L 027

LS M 028

MH G 025A MH G 025B MH G 025C MH H 026 B MH H 026A

MH J 025A MH J 025B MH K 026B MH K 026A

LS K 025A LS K 025B LS L 026B LS L 026A

LS L 025 LS L 023

LS M 026 LS M 024

MH G 021A MH G 021B MH G 021C MH H 022B MH H 022A

MH J 021A MH K 022B MH K 022A MH K 022A

LS K 021A LS K 021B

LS L 021

LS M 022

LS L 022B LS L 022A

AL M 027 AL M 025

AL M 023 AL M 021

GJ E 018 MH F 022

GJ A 015A GJ A 015B

LS K 027A LS K 027B LS L 028B LS L 028A

MH F 028

GJ E 020

GJ D 020 GJ D 018

GJ A 014

ST P 062

SC L 051A SC L 051B SC N 052B SC N 052A

ST F 048

ST F 030 GJ A 025A GJ A 025B

GJ A 020 GJ A 018 GJ A 016

ST P 066 ST P 064

ST N 061

Installation 1

CONNECTING TUNNEL

GJ A 026

GJ A 024 GJ A 022

ST N 065 ST N 063

ST F 064 ST F 062

GJ E 055

GJ D 030

GJ A 030

SC F 057

ST F 066

GJ E 057

GJ D 060 GJ D 058 GJ D 056

GJ A 034 GJ A 032

GJ A 028

SC L 059A SC L 059B SC N 060B SC N 060A

GJ E 060 GJ E 058

GJ C 059 GJ C 057

GJ B 039A

GJ B 038

SC K 059A SC K 059B SC L 060B SC L 060A

GJ A 037A GJ A 037B

GJ B 040

WASH ROOM

SC J 059A SC J 059B SC K 060B SC K 060A

GJ A 038 GJ A 036

GJ A 039B

GJ E 061

SC G 059A SC G 059B SC H 060B SC H 060A

GJ A 039A

SC B 044

GJ E 062

SC G 060

SC A 043

SC B 046

ST P 069 ST P 067

SC F 059

SC A 045

GJ A 044 GJ A 042 GJ A 040

SC B 050

SC C 052

ST P 072

ST F 068

SC A 049

SC B 051

ST N 071A ST N 071B

ST L 072 ST L 070

SC B 052

SC C 058

SC C 056

ST N 070

ST L 071A ST L 071B ST M 072B ST M 072A

ST K 071 ST K 069

SC A 051

SC B 057

SC B 055

ST H 071A ST H 071B ST J 072B ST J 072A

SC B 056

ST G 071 A ST G 071 B ST H 072

SC B 058

ST G 072

GJ A 048 GJ A 046

SC A 057

SC A 055

HALL 5

GJ A 056

ST M 069

ST P 073 ST P 071

ST F 070

GJ E 064

GJ C 063 GJ C 061

GJ A 062 GJ A 060 GJ A 058

ST F 071A ST F 071B

GJ E 068

GJ E 065 GJ A 063B

GJ A 063A

ST N 072

GJ A 068 GJ A 066 GJ A 064

ST M 071

ST F 074

GJ A 069A GJ A 069B

GJ A 072 GJ A 070

GJ E 007

GJ D 008 GJ C 005

IGJME EXIT

EXTENSION

MH G 019A MH G 019B MH G 019C MH H 020B MH H 020A

MH J 019A MH J 019B MH K 020A MH K 020A

LS K 019A LS K 019B LS L 020B LS L 020A

LS L 019

LS M 020

MH G 015A MH G 015B MH G 015C MH H 016B MH H 016A

MH J 015A MH J 015B MH K 016A MH K 016A

LS K 015A LS K 015B LS L 016B

LS L 016A

LS L 015

LS M 016

MH G 013A MH G 013B MH G 013C MH H 014B MH H 014A

MH J 013A MH J 013B MH K 014A MH K 014A

LS K 013A LS K 013B LS L 014B

LS L 014A

LS L 013 LS L 011

LS M 014 LS M 012

SIGNATURE EXIT

AL M 019 AL M 017

AL M 015

MH F 011

MH G 012

MH F 012

MH G 009A MH H 009B MH H 009C MH H 010B MH H 010A

MH F 010

GJ E 008

MH F 009 MH F 007

MH J 009A MH J 009B MH K 010B MH K 010A

LS K 009A LS K 009B LS L 010B

AL M 009

LS L 010A LS L 009

MH G 010 MH G 008

LS M 010

GJ B 003A GJ B 003B GJ C 004 GJ C 003

GJ C 002

GJ E 006 GJ E 004

GJ E 005 GJ E 003

GJ D 002

GJ E 002

GJ E 001

AL M 007 AL M 005

MH G 007A MH G 007B MH G 007C MH H 008B MH H 008A

MH F 008

GJ C 001

GJ 1 A/B

AL M 003

PR AYER R OOM

IGJME ENTRY

ENTRY / EXIT

HALL NO. 5

HALL NO. 1

SIGNATURE ENTRY

PENITUP.COM

GJ B 001A GJ B 001B

GJ D 006 GJ D 004

M A N U FAC T U R E R S & W H O L E S A L E R S O F P L AT I N U M J E W E L L E RY

Pure Platinum Jewellery Pvt. Ltd.

Corporate Oﬃce: Unit No. E-517, 5th Floor, Floral Deck Plaza, Opp. Seepz Marol Central Road, MIDC, Andheri (E), Mumbai – 400093. Factory : Unit C-7, 1st Floor, Plot No.15, Western Industrial Co-Op. Estate Ltd., Marol Central Road, MIDC, Opp. Seepz Gate No.1, Andheri (E), Mumbai – 400093. W: WWW.PUREPLATINUM.CO.IN | CUSTOMER CARE: 022-66367979

COV ER STO RY

2017: THE YEAR OF THE INFLUENCER

ccording to a study conducted by the Statistic Brain Research Institute, 41 percent of Americans have made resolutions pertaining to everything from weight loss and life improvements to better financial decisions (the top three from the study). But what resolutions has your company made for 2017? If you are wondering which marketing trends should — and which ones should not — influence your marketing spend, here are three emerging marketing trends to keep an eye on this year.

1. Influencer Marketing As the world has shifted to social media, millennial consumers look to their peers or fellow influencers to inform their purchasing decisions. Younger generations today cherish user-generated content (UGC) — content created by consumers to learn more about products, experiences, and brands. UGC videos on YouTube get 10x more views than content created and uploaded by the actual brand itself. Social media has really become effective “digital word of mouth.” Millennials crave authentic brand messaging and believe that their peers are more likely to share an honest review of a product. Consumers today want a brand to talk with them rather than at them.

JEWELBUZZ | VOL 1 ISSUE 11

They expect brands to engage and entertain them rather than sell them. This is why it is so important for a brand to tap like-minded influencers to curate UGC that speaks to the influencer’s social audience — all while amplifying the brand’s key messaging. Influencer marketing as a win-win for both brand and consumer. According to SocialPRChat, 74 percent of marketers planned to use influencer marketing last year — and that will likely increase in 2017, because marketers are seeing a $6.85 ROI for every dollar spent on influencer marketing.

SIGNATURE

Feb 6th to 9th 2017

3-4-5 Feb 2017

Stall No.: 65-66-67-104-105-106

Bombay Exhibition Centre - Mumbai

HALL NO : 5 Stall No.: GJBO 85B/87B GJCO86/88

w : muktigold.com e : muktigold@gmail.com e: muktidiamonds@gmail.com t : +91 9821237189 | +91 9819603187 | +91-22-4911 8316

just2dial - 9819953885

Rose Micropave

COV ER STO RY

3. SoMoVid (Social, Mobile, Video) All three have been exploding on their own for a while, but in the last two years, Facebook Live, Snapchat, Periscope, Instagram Video, YouTube Connect, and other SoMoVidcombined mediums have led to more than 8 billion video views for Facebook video alone.

Courtesy: Canaranews.com

2. Psychographics Over Demographics Sometimes generational targeting is most appropriate, but let’s investigate the value in psychographic targeting. According to eMarketer, only 18 percent of Americans are without a smartphone. When you pair that with the fact that 68 percent of Americans are on Facebook — the largest social network — one might conclude that marketing to the technology rather than the generation is more appropriate. Psychographics of your customer are, specifically, their behaviors and interests. What is it that they do? What do they like? If you only market to the interests that come up on stock demographics, you won’t reach people one bit. Just because someone is 18 doesn’t mean they are tech savvy. Breaking down their behavior, the psychographics of your customer can be much more effective than demographics. Reaching them on an interest level can broaden how and where you connect with your customer. The psychographic data now available to companies — and the ability to target ads based on attitude, need, preference, and tech affinity — make it much more of an option to marketers than ever before.

The king of social and video, Brian Fanzo (@isocialfanz), had this to say about SoMoVid: We are living in a mobile-on-demand world today, where the mobile device has become the primary place for content consumption; but now, it’s becoming the primary place for content creation. I believe the rapid growth of SoMoVid has resulted in the elimination or shrinking of barriers between brands/businesses and their consumer communities. To truly leverage all the power of SoMoVid, you must embrace the fact that perfection is a fairytale and control an illusion, allowing the consumer community to get to know the people and vulnerabilities that make the brand great. The future of content creation empowered by technology like virtual reality (VR) and augmented reality (AR) is extremely exciting, but I believe every brand must first embrace SoMoVid as the mindset and experience required to be successful, as it will become the stepping stone to the creation of content in new realities. (Brian Fanzo, interview by Joe Martin) The inclusion of VR and AR will also be something to keep an eye on with SoMoVid. As we saw with the Pokémon GO explosion last year, there is an appetite for new technology that integrates within our smartphones.

Looking Ahead 2017 will be a year full of change. In marketing, keep an eye on how the rise of influencers, psychographic targeting, and SoMoVid will — and should — change your business. Source : Adobe Digital Marketing Blog

India’s Premium Magazine on the Business of Jewellery Get your digital copy here

JEWELBUZZ | VOL 1 ISSUE 11

CUSTOMER RELATIONSHIP MANAGING TOUGH TIMES

MANAGEMENT LEADERSHIP & MEDITATION

CUSTOMER ENGAGEMENT PERSONAL TOUCH LEADERSHIP

VOL 1 ISSUE 11 | JEWELBUZZ

M A N AG EME N T

CUSTOMER RELATIONSHIP AUTOMATION IS THE NEW CRM O

ur digital universe is vast and growing exponentially, expected to swell to 44 zettabytes of data by 2020. Companies have attempted to use this tremendous amount of data in ways that make our lives better. In the consumer world, retailers analyze and apply data in real time for a number of uses: to predict purchasing behaviors and optimize which products get shown on a page as someone scrolls; to allow financial institutions to pinpoint and stop fraudulent transactions in a fraction of a millisecond; and to help health care companies more effectively diagnose and treat patients, to name just a few examples. But in the enterprise world, data has traditionally been siloed, unwieldy, and manually entered into database systems such as customer relationship management software, or CRM. And other than moving from on-site to the cloud, CRM has not changed much since its inception in the 1990s. We’ve seen just how consistently data can be used to help improve sales. But for all its good intentions to provide sales managers with a way to monitor pipeline and sales activity, we all know that CRM is still hugely inefficient. Reps are required to spend time manually entering data, and then spend more time searching through it. While senior management clearly values the ability to monitor reps through CRM, the vast majority of salespeople dislike the extra work and overhead it creates and generally use CRM begrudgingly — and rarely to its full potential. This administrative work becomes more significant when 40

JEWELBUZZ | VOL 1 ISSUE 11

you consider that, on average, reps spend only 11% of their time actively selling. This, of course, seems horrendously outdated, given that we live in an era of Amazon recommendations and Siri. What if enterprise workflows were as smart and easy to use as Siri? What if sales reps benefited from suggested next actions, the way that drivers and shoppers do? What if CRM as we’ve known it is dead? Just as Amazon proactively suggests to someone who has purchased a stroller that they may also want to buy the coordinating car seat, enterprise apps should proactively advise enterprise users on what the highest-value or most-urgent tasks are so they can prioritize them. Artificial intelligence and decision-support algorithms that can offer data-driven suggestions will unleash a new level of productivity among workers, allowing everyone to focus on what matters and to continually help one another improve. Turning this into reality may be closer than you think, thanks to machine learning and predictive data engines. For the majority of sales executives, their most frequent tasks right now aren’t necessarily their most important and they waste too much time calling the wrong people with messages that don’t resonate.

Harnessing the power of machines to recommend actions and approaches allows every salesperson to become data driven, freeing their time to focus on the human trust and relationship aspects of closing business. As interactions between executives and customers become more digital – whether it’s an exchange via Facebook, email, or text or a website visit — data analytics is beginning to demystify and delineate

what successful sales reps are doing that others aren’t, what’s effective, and how to get others in the sales organization behaving in these same ways. The profound limitations of traditional CRM are laid bare in today’s automated, predictive world. The days of using CRM merely as a sales tracking tool are over. The future of CRM, and of all software, is in suggested next actions powered by predictive analytics and a deep knowledge of a specific industry and business function’s workflows.

EFFECTIVE LEADERSHIP THROUGH MEDITATION A

fter yoga, Mindfulness is quickly becoming a billion-dollar industry. It’s no surprise, then, that the popularity of meditation – one way to practice mindfulness – is also growing among business leaders, CEOs and senior executives. Why are business leaders embracing meditation rather than various forms of relaxation? Because there’s something to meditation that appears to beneﬁt more than recreation or relaxation do alone. There is also a growing interest among leaders in meditation as a way to build leadership skills – and achieve business goals. Some of Fortune 500 companies, have integrated mindfulness techniques into its high potentials program with the goal of creating agile and ﬂexible mindsets as a foundation for leadership. The research on mindfulness suggests that meditation sharpens skills like attention, memory, and emotional intelligence.

MEDITATION BOOSTS EMOTIONAL INTELLIGENCE

Brain-imaging research suggests that meditation can help strengthen your ability to regulate your emotions. Archana Patchirajan, successful serial entrepreneur and CEO and Founder of Sattva, shared that in

her early years as a leader, she wanted things to happen in her way and on her timeline. “I didn’t tend to understand what my team was going through. I would just get angry if they did not perform according to my expectations. ” Given research that shows anger’s impact on cardiovascular health, it is critical that leaders be able to manage their anger, and put themselves in others’ shoes. “Thanks to meditation I have developed patience.” Archana says. ”I have a better relationship with my team. Best of all, I maintain my peace of mind.” Emotional Intelligence is a key trait for a leader to be calm and focused under situations of pressure and stress. By avoiding emotional responses in these instances, a leader can understand the situations more clearly and convert adversaries into supporters and partners in success.

MEDITATION BUILDS RESILIENCE

Multiple research studies have shown that meditation has the potential to decrease anxiety, thereby potentially boosting resilience and performance under stress. That’s certainly helps the businessmen especially in the jewellery industry facing many challenges on daily basis.

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Meditating regularly helps keeping panic at bay and keep composure and take right decisions despite under stress. It also helps your employees to develop a sense of calmness and avoid distractions.

MEDITATION ENHANCES CREATIVITY

Research on creativity suggests that we come up with our greatest insights and biggest breakthroughs when we are in a more meditative and relaxed state of mind. That is when we have “eureka” moments. This is likely because meditation encourages divergent thinking (i.e. coming up with the greatest number of possible solutions to a problem), a key component of creativity. Many business leaders credit meditation with helping him come up with new ideas and ventures that would otherwise not have occurred to them. Meditation improves your relationships. While stress narrows your perspective and that of your team, and reduces empathy, negatively impacting performance, meditation can help boost your mood and increase your sense of connection to others, even make you a kinder and more compassionate person.

Chirag Patel, CEO of Amneal Pharmaceuticals and Ernst & Young 2011 Entrepreneur of the Year, credits meditation with helping him feel more connected to his clients. “In a business you start connecting to your customer as your family rather than merely a business transaction.” The same goes for his relationships with his colleagues and staﬀ.

MEDITATION HELPS YOU TO FOCUS

Research has shown that our minds have a tendency to wander about 50% of the time. Add in work interruptions, text messages, IMs, phone calls, and emails, and it’s no surprise that employees have a hard time staying focused. But studies show that meditation training can help curb our tendency for distraction, strengthening our ability to stay focused and even boosting memory. Peter Cooper, founder of Cooper Investors, attributes his ability to invest wisely to his meditation practice. “Being an investor requires the distillation of large volumes of information into a few relevant insights. Meditation has helped me discard interesting but unnecessary information and focus on the few things that make a diﬀerence to long run investment performance.”

Calculating the ROI of Customer Engagement W

e know that customer engagement matters. Yet much of our thinking about engagement remains simplistic. Most current definitions of engagement are bimodal – someone is either engaged or they’re not. But this is a limited view that hampers our ability to manage engagement in meaningful ways. A more sophisticated understanding of engagement allows community managers to effectively influence and change it, and even to calculate an ROI for engagement. Community management is the discipline of building technical and social 42

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environments in such a way that individuals can easily organize and collaborate to achieve an objective. And what good community managers have learned is that, ﬁrst and foremost, all engagement is not the same. There are a number of behaviors within the broader umbrella of engagement that need to be understood and measured in order to impact them. Engagement is a set of behaviors, not a switch. It needs to be calibrated to business goals to be eﬀective. Second, engagement behaviors are progressive. As individuals get more comfortable and connected to the social environment in which they are engaging, they will exhibit more complex engagement behaviors.

These engagement behaviors can be deﬁned in enough detail so they can be measured and addressed through community management.

VALIDATE

includes liking, sharing others’ posts, commenting, bookmarking or responding to posts. This is often the ﬁrst visible behavior beyond consuming that people exhibit and is the equivalent of dipping their toes in the water to feel how warm it is in order to assess whether the social environment is comfortable.

includes sharing documents, graphics, updates and ideas. People tend to start with sharing content that has been written by someone else or approved and as they feel validated and connected, will start to share their own observations and ideas.

ASK AND ANSWER

includes asking and answering questions. Individuals tend to start with logistical questions (“where can I find x?”) and if they find the culture to be validating, supportive and trustworthy they will evolve to asking deeper questions that expose a gap in their knowledge or confidence (“what is the best way to manage a customer situation?”).

community managers can signiﬁcantly impact both how much the community engages and how much value is generated. In 2006, Nielsen published the still oft-cited 90-9-1 rule of engagement, that says you can expect a community or network to have 90% of its members lurking/reading, 9% contributing and 1% creating. What we’ve found in our research is that while that rule can still be applied to large social networks, it is outdated for well-managed communities. In 2016, the average community is achieving estimated engagement rates of 50% lurkers, 23% contributors, and 27% creators, according to our 2016 State of Community Management research.

27% CREATORS 23% CONTRIBUTORS 50% LURKERS

EXPLORE

includes open-ended questions or questions about ambiguous topics where there is no right or known answer. This requires individuals to feel like the community culture is both supportive and challenging, making it a safe space to explore, admit vulnerability and share half-baked ideas. This stage is where rich collaboration and innovation lies.This model helps community managers measure the culture in their community or network and then apply management techniques that prompt and move each segment of their community to adopt more complex engagement behaviors. For example, a customer support community may be getting a lot of views and likes, but very few questions or answers. To address this, the community manager may redesign the home page to highlight a question box and also design a weekly newsletter that highlights unanswered questions. This focus on asking and answering questions will trigger community members to exhibit more of that behavior. By understanding what kind of engagement is in play,

While all of this is helpful, it still doesn’t define engagement in terms of a quantifiable financial value. To do that, we focus on the engagement behavior that generates the most value – answering questions. While communities are applied to many different, complex use cases, at their core they are about enabling people to connect with a network of peers to get information directly from each other, instead of going through a formal structure. That information sharing is prompted by a question-andanswer dynamic in every community – no matter its use case. This is where we start to formulate a ROI for engagement. When we think about the value of answers there are two categories:

VALUE OF THE ANSWERS:

There is immediate, incremental cost savings of not having to manage and route the question to the appropriate person and assign them to the task of answering (i.e. overhead cost savings) as well as the value of capturing answers that never would have been asked in more formal channels.

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NETWORKED VALUE OF THE ANSWERS:

The geometric value of making an answer available to the entire community forever (i.e. cost avoidance, productivity and opportunity identiﬁcation) To calculate the ROI of engagement, you include the cost of generating that engagement – all of the program expenses (like software, content/programming and staﬀ) related to community management or culture change: [(Value of answers + Networked Value of Answers) - Community Budget] Community Budget

One challenge in looking at the ROI of engagement over time is that in new communities and networks, asking and answering does not happen right away. Most individuals need to feel comfortable and connected

before they are willing to ask a question that might make them feel vulnerable. This means there is a lot of work for community managers to do to prime the culture of the community so that people do feel comfortable and connected. For this reason, the ROI of engagement is typically negative until the culture supports and rewards regular asking and answering. Once the culture supports asking and answering, the floodgates of value open up and typically the value curve becomes geometric as both more people answer and more people come to the community looking for answers. We’ve seen this firsthand in our work with the H&R Block community. Looking at engagement through its most valuable behavior — asking and answering — can help make cultural maturity more visible. If the culture of your employee community or customer community is not encouraging and rewarding this behavior, you could benefit from a more structured approach to community management.

MANAGING TOUGH TIMES

he business environment worldwide is shifting and our markets are getting challenging each year. It is getting increasingly diﬃcult to face these challenges and choosing a completely defensive approach to business may not be the right option during the tough times like these.

If in survival mode, a company has to take all the necessary measures quickly and decisively in order to ensure that the immediate pressing needs are met, especially with regard to access to capital and the presence of positive cash ﬂow. The retention of existing customers becomes pivotal.

Focusing on immediate or short-term survival is crucial but, it should be coupled with mid-range and longterm, at least ﬁve to ten years approach. Many times, long-term growth and sustainability is sacriﬁced for short-term survival or gain. An organization need to adopt suitable business strategies depending on the kind of situation they are in when passing through tough business times.

If a company is in maintenance mode, it does not mean it can continue with business as usual. There needs to be constant striving for continuous improvement; whether that means focusing on cost reduction, taking customer service to the next level, enhancement to technologies or processes, optimization of resources, or ﬁnding the next new idea.

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PRESSURE OF THE TIMES

MANAGE THE EXTERNAL INTERFACE

CUSTOMER FOCUS

CHOOSE NEW MARKETS

CHOOSE STRATEGY

COMUNICATE

ALIGN WITH INTERNAL INITIVATIVE

MANAGING THE EXTERNAL INTERFACE

CREATE STRATEGY

To fully navigate through the tough times, the focus needs to be both outward and inward. Looking Focusing on your customer base, choosing new markets, creating strategies, and following through with communication.

Revisit your strategy and align it more adeptly to the current environment. Flexibility, adaptability and faster response times are essential during tough times. Sometimes it is about having an interim strategy that will still align with your long-term strategy that is a good ﬁve to ten years out, but is primarily focused on navigating through the changing circumstances successfully. Sometimes it is about taking an innovative approach, one that precludes increased money spend. However, this does not mean that you neglect innovation eﬀorts; you need to remain ahead of the competition.

CUSTOMER FOCUS 1. Work hard to ensure customers experience added value from your product or service. 2. Link your value proposition to customer expectations 3. Do customers feel that you are supporting their mission or need during these times? Sometimes this may even mean fostering a partnering relationship with your customer. 4. Make it pleasurable for your customer to do business with you. 5. Work all your networks as well. Make sure current customers remain satisfied; you cannot afford to lose them. 6. Explore ways to extend what you can provide them. Use your relationships to cross-sell products or services, as well as using current points of contact to sell you further into a client organization. The closer your partnering relationship with a customer is, the more a customer feels understood by you and the more your points of contact are with the customer, the less likely it is that the customer will be able to break off relationship with you. 7. Cutting prices is not always the best strategic decision to make.

CHOOSE NEW MARKETS Create new customers for your products or services. This could entail positioning yourself in different markets, or with different customer demographics. In order to do this, different features of, and benefits from, what you offer would need to be highlighted as a good fit for different customer needs that are identified. Look for ways in which your products or services can be different from competitors in the market. Remaining with your current knowledge base, expertise, or technology allows you the opportunity to concentrate on expanding your reach in new markets.

This is the time to be inclusive when planning your strategy. Aim for more market intelligence and ideas that you can harness in your organization. Strategy is everyone’s responsibility. Make sure timelines reﬂect the reality of the changing environment.

COMMUNICATE Now is the time to keep communicating - with your customers, your managers, your staff, and your suppliers. Fear is always elevated during these times and having real facts presented, feelings acknowledged, and a pathway to follow can go a very long way to mobilizing your people and helping them to deal with the stress of the times. Ensure that rumors do not become the primary source of information. Create a communication plan concomitant with your strategic plan. Determine key leverage points when a message will have maximum impact and then design the appropriate format and content for the different audiences in your organization. Make sure the communications strongly reinforce your brand and build marketplace confidence in your product or service, and the organization. Communicate carefully and often - keep connected!

ALIGN WITH INTERNAL INITIATIVES Translate your strategies into action plans. Make sure everyone knows what they are accountable for. Keep milestone deadlines spaced at short intervals. Visible successes will keep the momentum going. Keep everyone focused and measure progress on VOL 1 ISSUE 11 | JEWELBUZZ

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PRESSURE OF THE TIMES MANAGE THE INTERNAL ALIGNAMENT CONSOLIDATION COST REDUCTION CHASE THE CASH FLOW CULTURE ALIGNMENT COMPETANCY ENHANCEMENT

the objectives set. Be sure to reinforce the positive results. Ultimately any change, whether big or small, that is made to optimize the external interface must be adequately planned for. This will mean coordinating logistics, as well as the crossfunctional co-operation that will be required. Never assume that a change in one area of the business can be implemented without consequences being felt in other areas of the organization.

Looking inward in the organization entails managing the internal alignment and focusing on consolidation of eﬀorts, reducing costs, chasing cash ﬂow, aligning the culture to the strategy, enhancing competencies, and championing the changes that need to occur. CHAMPION THE CHANGE

CONSOLIDATION Now is not the time for turf protection to take place. It is about harnessing the power of every individual, system or process in the organization for the collective good. It is about allocating resources to the key leverage areas. It is about consolidating plans to ensure the realization of those goals that will ensure the organization can firmly position itself in the market, deliver quality to its customers, be financially sound, have efficient processes to underpin the delivery of its products or services, and have developed employees to ensure continued success. Handle the situation with respect and handle the people with respect. If a layoff is unavoidable, prepare for it in a comprehensive way – both for the way in which to handle those who are leaving and to manage those who have survived the downsizing decision.

adequately supportive of the processes? Is the operation appropriately equipped? Can the people and their competencies be more effectively utilized? How can procurement be optimized? Can inventory and waste management be improved? Is resource allocation being effectively handled? Track the financial numbers and ensure the costs are minimized while still ensuring that the money that is spent is done so in alignment with the strategy.

CHASE CASH FLOW You need financial stability to sustain your operations through an economic downturn. Review the profitability of projects, don’t spend more than its projected return (in actual revenue or in value), work within a realistically set operating budget, resource correctly and improve efficiency so as to release resources for revenue producing work, and aim for annuity business if possible. Ensure the decisions you make allow for sound cash flow management.

CULTURE ALIGNMENT Culture, as a learned system of meanings that inform the way we do things around here, is a strong force within any organization. Tough times deﬁnitely call for a re-examination of the current culture to determine those aspects of it that will help us move forward and those that will hold us back. Having done the external environment analysis and establishing the strategy that is best suited to penetrate the market, meet customer needs, and ensure the organization’s proﬁtable longevity, then it becomes essential to ensure that the culture is aligned to the strategy to enable it to be realized. This can be achieved through role modeling, leadership practices, performance management, communication, and reward and recognition. The aim is to continually reinforce desired behaviors.

COMPETENCY ENHANCEMENT

In tough times, positioning the organization in the marketplace is crucial and strategies need to be devised accordingly. Check the process flows to ensure that no obstacles exist throughout the process flow – are there pain points, wasted effort, redundancies, unnecessary complexities, or excessive resources required?

The core competence of the organization needs to be clearly defined. It must be one that ensures the organization can fulfill its mission, be competitively positioned in the marketplace, and achieve its vision. This could involve ensuring cutting edge capabilities, building skill sets that allow for multi-tasking, and providing generic competencies that are required across the organization at different levels to embed a culture and to mobilize optimum performance for the future.

Other questions to ask are - Are the existing systems

Invest in competencies now that are required to fulﬁll

COST REDUCTION

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your strategies moving forward. You cannot aﬀord not to invest in your people – even during tough times. Assist your employees to cope with the stress of dealing with uncertainties in their lives. Provide them with the skills to navigate their way through all the changes they are facing. Determine the changes that will be required from the formulated strategy. Think through the entire change process in a systemic way so that all implications are thought through and all possible consequences are noted. Most importantly, the change eﬀorts required to move through the tough times must be championed strongly from the top of the organization. A positive, committed voice needs to be heard, a visible presence must

be seen, and support must be felt for employees to navigate a change without feeling isolated, alone, and fearful. People need to be propelled by a positive view of the future and feel conﬁdent in the strategy that is formulated to get there. Think through as many scenarios as possible so that you can proactively formulate a plan of action that can be adapted as circumstances change. Facilitate the alignment necessary within the organization. Engage your employees in the process. Seek out sustainable growth opportunities. Make sure you are well positioned to forge ahead when the economic conditions improve. Finally, have the courage to lead in this challenging environment.

POWER OF PERSONAL TOUCH LEADERSHIP FROM THE CEO’S DESK I

n this age of technology, it is easy to write a management book about how the technology revolution requires a radical management revolution. But as the CEO of a tech company in the heart of Silicon Valley, I disagree: while technology has changed, human nature hasn’t. Every management theory can look good on paper, but the countless daily interactions are where the rubber meets the road. One management principle that has crystallized for me as a CEO is the enduring power of personal touch. At a time when customs and expectations for the workplace are rapidly changing, personal touch is a constant that can create success across the organization.With that in mind, here are four principles that drive leadership style.

1. BUILD AN ORGANIZATION EMPLOYEES TAKE PRIDE IN. Leading a young team is an experience I share with most CEOs since millennials now make up the majority

of the workforce. This generation of talent has a complex identity: on one hand, they want to be a part of something bigger than themselves; on the other hand, they have a very strong sense of individualism. In interviews, even entry-level candidates often ask, “Why are you better than this or that competitor?” It’s a question you wouldn’t typically hear outside of Silicon Valley, but it’s because of that strong desire to align with a winning organization. That puts the burden on me and other CEOs with young workforces, to articulate a clear vision for the company and ensure we are able to execute on it. At the same time, these employees need to feel individual accomplishment as well as organizational pride. That means empowering people to feel they can be successful in their role, and giving them operating room to progress in their professional development -- sometimes through failure and feedback.

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The rewards for this approach are substantial: Deloitte found that “mission-driven” companies have 30 percent higher levels of innovation and 40 percent higher levels of retention. Increasingly, leadership isn’t just about presenting facts and numbers, it’s about presenting a point of view that resonates and inspires. Know your audience and give your company a personal connection to the tasks at hand.

2. ENGAGING EMPLOYEES MATTERS MORE THAN EVER. Engagement is key for bridging strong individuality and a desire to be a part of a winning organization. Winning organizations use multiple touchpoints to keep everyone engaged and focused on providing a valuable service and/or product. Forming a powerful bond between employee and employer can be achieved via both major and minor tactics. Major touchpoints can include monthly allhands meetings to physically and ﬁguratively unite the team; team-driven happy hours to develop camaraderie; and even company swag. This was reinforced when I recently witnessed the amount of excitement with which our employees greeted the delivery of our logo-emblazoned hoodies and the pride with which they wear them. Minor touchpoints, such as privately recognizing outstanding work, can be equally powerful. I’ve found one of the best ways to foster individual engagement is simply to be available. Knowing there is a direct channel to the CEO -- and that he or she will make time to hear you out -- positively impacts the employee experience. Sadly, just one in three employees are engaged in the organization they work for, according to Gallup. Given that engaged employees are the lifeblood of companies, contributing to innovation, revenue and growth, this is a key area of my management focus -and should be for every CEO.

3. FEEDBACK IS BETTER RECEIVED WHEN IT’S INFORMAL. For decades, the primary way you would learn how well you were doing at your job was an annual performance review. While this is still the norm for most companies -- less than 10 percent of Fortune 500 companies have abandoned annual reviews -I’ve found direct, informal feedback delivered in the moment to be a highly eﬀective complement to this structured program. Quick feedback means the recipient is coached while

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the situation is still fresh. The informality lowers the stakes and also lowers the potential for defensiveness. The direct nature -- it is delivered by someone involved instead of by someone who aggregated others’ feedback -- means the feedback can easily become a conversation and a coaching opportunity. For example, if I receive an email where something is out of place, I will often immediately call or walk over to the person to give them rapid feedback in a personal way. The informal nature and instant delivery decreases the odds that the feedback will be misconstrued as saying that the recipient is bad at their job. While I still believe formal feedback has its place, I’ve found the instantaneous approach is more powerful because it is the way people generally learn naturally and interact in personal relationships.

4. AIM FOR A BETTER CUSTOMER EXPERIENCE. It can be a challenge to create products that are personal and human when the product is software. But given that the majority of people will experience BlueVine from a computer, it is my responsibility to ensure my team knows I value personal touch and service and expect everyone else to as well. Whether it’s HR searching for candidates that will embody this value or product teams designing software to be more intuitive, my leadership style should permeate the organization and motivate our teams to employ that same approach in their responsibilities. For instance, while other companies will go to great lengths to hide or minimize contact info on their websites, hoping that visitors will handle things by themselves, we make it easy to speak to a live person from any page. This is a seemingly small diﬀerence, but it shows that leading by example can make an indirect, yet powerful impact on the customer experience. Executives simply need to spend time focused on the relational, experiential aspects of each touch point in their business -- both internally and externally -- to ensure their management style is in step with ever-evolving employee and customer expectations. Especially in the technology industry where automation and “black box” solutions are often ubiquitously lauded as disruptive innovations, nothing beats the connection that comes from personal touch.

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STORE DESIGN

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STORE D E S I GN

LILLE PERLE, ROYAL LEAMINGTON SPA

ille Perle has opened its new store in Royal Leamington Spa, bringing together six iconic jewellery brands under one roof; Mawi, Shaune Leane, Dinny Hall, Zoe & Morgan, Gina Stewart Cox and Daisy Knights are all showcased for the first time in the UK outside of London. Central within the space, the main collections are housed in six hexagonal island units, six wall units and six window displays. A seventh island contains a tree, adding a touch of nature to this geometric landscape. Heterarchy created a distinct identity for Lille Perle, whilst allowing each individual brand to tell its own story. Flooring is a dark wood finish, laid diagonally across the space. In contrast to the dark floor, the island units are in bright white lacquer, with frameless glass tops placing the focus onto the product within. The wall mounted displays and window displays also utilize frameless glass, to be as discreet as possible. Lighting to the wall and window units is from brushed brass hanging pendant lights – not something you would expect to see but works incredibly well to both illuminate the product and provide a distinct pop of warmth. This warm metallic is picked up within the wallpaper on the back wall, a semi-urban flock with a metallic highlight. Breaking down the barriers of the traditional jewellery store format, the products are presented to allow customers to browse in an informal manner. Careful consideration of lighting has been central to making the space work. Since opening its doors in October 2015 the store has been well received by customers. Early indications show that Lille Perle will successfully fill a gap in the local market for premium design led jewellery.

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GEORG JENSEN’S STORE MUNICH

eorg Jensen’s store in Munich is located on one of the city’s luxury shopping streets, Maffeistrasse. The store showcases Georg Jensen’s most prominent pieces of hollowware, jewellery and watches. Each merchandise category has its own defined space and atmosphere, and the customer is led through the store, one space at a time. When entering the store the customer is welcomed into a bright space with honed terrazzo, black steel and light grey wall surfaces where the jewellery and hollowware belong. The jewellery is displayed within a framing of soft textured walls with a geometric line language highlighting the delicate Georg Jensen pieces. Further inside the store, the newly introduced men’s area along with the private sales area, offer a darker and warmer atmosphere with walls of dark walnut and high vertical timber slats. The use of rough hammered terrazzo is a reference to the art of silversmithing and the technique of hammered silver. The store concept is inspired by geometric, Scandinavian and Art Deco references, all stemming from Georg Jensen’s rich brand history.

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STORE D E S I GN

COZZARI JEWELRY BY AMLAB, ITALY

Mlab’s main focus was to express Jewelry identity keeping values of professionalism, knowledge and quality, able to identify Cozzari’s name. A minimal ambiance, where light flow free, able to amplify accessibility perception and to transform the jewelry into a space to live daily. The dynamic relation among shapes, spaces and materials, underlines an ambient where is pleasant to stay and to discover the selected offer. The central island, from a sinuos shape, make free paths for customers and giving at the same time emphasis to staff’s competence. Simple lines and colors like gray and white, are make soften by the light wood flooring and enhance by displays’ steel details, able to create a play of reflections and revoke Cozzari logos. Exposition system, in rotation on itself, is thought to throw outside store identity, make it quickly recognizable.

JEWELBUZZ | VOL 1 ISSUE 11

DUSAK HODINAR & ZLATINIK, PRAGUE

or Dusak Hodinar & Zlatinik, Prague, Dobas created a new watch and jewellery flagship store on the prestigious shopping street Na Příkopě in the centre of Prague. On over 220m2 the customer is welcomed to a world of luxury. The ambition of Dobas was to create a corporate design language for the company Dusak, allowing to host famous brands in a posh atmosphere. The front section of the boutique is dedicated to high end jewellery brands, accordingly more feminine colour compositions were chosen, finalizing in a secluded lounge corner with an impressive chandelier designed by Lasvit, a renowned Czech glass company. The back section of the boutique is dedicated to watch brands. This section of the boutique is treated in a more masculine manor, based on the clientele for mens watches. Each brand was provided with a specific space following certain guidelines to assure a harmonious appearance. The watch hall is enriched with decorative ceiling elements, created by Lasvit to loosen up the geometric layout and to generate playful reflections on the recessed ceiling.

VOL 1 ISSUE 11 | JEWELBUZZ

STORE D E S I GN

NIRAV MODI, LONDON’S OLD BOND STREET

ndian diamond jeweller Nirav Modi has opened his first European boutique on London’s Old Bond Street. Designed by French interior architects Atelier Marika Chaumet, the 214 sq m space focuses on high quality materials and traditional craftsmanship, using different tones of mother of pearl, fine metals, luxurious velvets, sparkling crystals and luminous frosted glass. The elegant and polished environment provides the perfect ambience to browse the extensive range of Nirav Modi luxury jewellery, which draws inspiration from renowned art by Monet, ancient mythology, and children’s toys, to 16th century paintings by Rubens, Art Nouveau architecture and contemporary Indian artists The interior features a handcrafted paper art window frieze, reflecting the delicate craftsmanship in Nirav Modi jewels, as well as an original hanging bridal counter. The London boutique is Nirav Modi’s seventh store worldwide, with other sites in Mumbai, New Delhi, Hong Kong and New York. The company will open a new store in Macau later this year, followed by more launches in 2017.

JEWELBUZZ | VOL 1 ISSUE 11

KASSIS JEWELRY STORE BY STUDIO OMERTA

recent project of Studio Omerta, is the design of the Kassis jewelry store on the island of Mykonos. The compact nature of the space, lends itself to a distinguished aesthetic of an ergonomic nature. Taking into consideration the ethos and history of Kassis, a family owned and run brand since 1925, innovative, contemporary design solutions to the requirements of the establishment are harmonised with the classic elegance of fine design. Emphasis has been given to the quality of the materials chosen for the execution of the project, marble flooring, wood, leather and bronze, in particular, the stunningly beautiful cylindrical lighting installations, playing a decorative role to attract passers by. The furnishings, including the comfortable black leather counter stools and creamy white armchair are curated from the best of Italian designer brands. This enticing interior owes little to traditional island design but rather introduces an original concept which embraces the history and values of Kassis high end products through the finely attuned eye of Omerta Studio.

VOL 1 ISSUE 11 | JEWELBUZZ

P RO F I L E

Making the Consumer KING

t a time when consumer is yet to become the buzzword in the jewellery industry, Mark had started focussing on the consumers as the centre point of its business strategy. Incorporated in 2004 under the dynamic leadership of Shri Mukesh Mehta & Shri Dilkush Mehta, Mark quickly became a leading name in mangal sutras, gold bangles and CZ jewellery in the Indian jewellery market. Manufacturing out of Mumbai, Mark has developed a loyal and skilful workforce comprising of excellent designers, gold smiths who specialise in bangles, magalsutras and CZ jewellery. In addition to the skilled work force, Mark has invested on technology and was one of the top jewellery manufacturing companies to produce CNC bangles from 2011. As part of expansion and serving the consumers better, Mark had recently inaugurated office at Zaveri Bazar.

“Our focus was on the clients from the beginning and we had developed our business around them. We also used modern technology to manufacture Bangles with CNC machines and changed the market scenario. We take this opportunity to thank our clients for supporting us in our endeavour.”

Shri Mukesh Mehta with Divine Guruji Shri Narayan Shashtriji and Shri Mohit Kamboj, Former President, IBJA.

Shri Mukesh Mehta, the guiding force behind Mark, summed up the journey saying,” Our focus was on the clients from the beginning and we had developed our business around them. We also used modern technology to manufacture Bangles with CNC machines and changed the market scenario. We take this opportunity to thank our clients for supporting us in our endeavour. Shri Mukesh Mehta, who is also the president of India Bullion and

Jewellers Association of India ( IBJA) thinks the recent steps taken by the Indian government help the industry to become more organised. He says,” the change has already began. 2016, which was a tough year for the industry because of the excise strike, demonetisation and other issues is passed and 2017 looks positive already. IBJA, which is formed to function as a bridge between government and the industry is creating awareness and helping the members to become organised.” Sponsored Feature

JEWELBUZZ | VOL 1 ISSUE 11

MFG of 92.5 Hallmark Silver �r��le�� Jewellery & Payal

Jaipur Factory

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Launched the World's rst Motorcycle Made of Silver in 2013. Rolls Royce featured Silver Emporium in their Coffee Table Book in 2013. In 2013 & 2015 India Bullion and Jeweller's Association (IBJA) awarded Silver Emporium as the 'Best Silver Manufacturer' in the Industry. In 2014 & 2015 Gem and Jewellery Trade Council of India (GJTCI) Awarded Silver Emporium as the 'Best Silver Manufacturer' in India.

www.silverempo.com REGISTERED OFFICE & SHOWROOM Silver Emporium Pvt Ltd. Chambar Bhavan, 1st Floor, Opp. Abhinandan Market, 232/234, Kalbadevi Road, Mumbai-400 002. Tel : +91-22-6157 0000 (30 Lines) 2240 0914 |2241 2712 Fax : +91-22-2240 4803

SILVER EMPORIUM EXIM LLP SHOWROOM : Shop No:199, Venkatachalam Street Behind Yellow Pages (Off. R.K.Salai) Mylapore, Chennai-600 004. Tel: +91-44-4335 6057 Email : chennai@silverempo.com

SILVER EMPORIUM TRENDZ LLP SHOWROOM : 4A/5A, Grd Flr Siddharth Bldg., Factory Lane Off. L.T.Marg, Borivali (W) Mumbai-400 092. Tel : +91-22-2898 4990 | 2898 4997 Email : borivali@silverempo.com

SILVER EMPORIUM SOUTHEX LLP SILVER EMPORIUM ARTIFACTS LLP SHOWROOM : 6-3-862/A & B SHOWROOM : 402, 1st Flr, Rajshree Shop No.6, Lal Bunglow Market (Next to Saklajee Market) Ameerpet, Hyderabad - 500 016 Near Avenue Road Circle Tel : +91-40-4020 3397 Avenue Road, Banglore - 560 002 Email : hyderabad@silverempo.com Tel : +91-4172 5151 | 4172 5152 Email : bangalore@silverempo.com

SEPL MANUFACTURING FACILITY & SHOWROOM : G1-795, Industries Area, Sitapura, Tonk Road, Jaipur-302 022 Email : jaipur@silverempo.com

E V E N TS

JEWELLERY YOUTH FORUM (JYF) JYF was incepted during Excise Strike of March - April 2016. Few friends & Business associates came together to discussed the problems faced by “SMALL” Jewellers, Traders and Manufactures at Zaveri Bazaar and other places. The session led to formation of Youth Forum focusing on: Problems faced by “Young Entrepreneurs” Explore opportunities as the “Gen Next Entrepreneurs” to grow 100 X .

VISION An open forum of like minded young entrepreneurs, growing untidily by sharing knowledge & promoting healthy business practices for a robust business environment.

JYF ACTIVITIES Jewellery Youth Forum LEARN TO EARN PROGRAM - JYF strives to help it’s members gaining knowledge MISSION Sharing Knowledge & Innovation Create Harmony & Brotherhood Check On Malpractices Collective Bargains Government Subsidy Benefits Export Related Guidance Organizing Education Seminars

by exchanging & sharing.

NETWORKING PROGRAM – A networking platform to connect and grow collectively. DISCUSSION FORUMS - To highlight Industry problems & find a amicable solutions COLLECTIVE BARGAIN - Get better deals for Forum members for various Trade related Promotions & Services JYPL JEWELLERS YOUTH PREMIER LEAGUE

LEGAL ADVISORY BOARD - To provide members a dynamic & wide spread panel of legal experts to discuss any legal issues.

JYPL JEWELLERS YOUTH PREMIER LEAGUE

TITLE SPONSOR

TITLE SPONSOR TITLE SPONSOR

CO-SPONSOR

CO SPONSOR

FOOD PARTNER FOOD PARTNER

CO-SPONSOR

FOOD PARTNER

PARTICIPATING TEAM

SKYWARRIORS SKYWARRIORS SKYWARRIORS SKYWARRIORS

SKYWARRIORS SKYWARRIORS

JEWELBUZZ MEHTA MEHTA | VOL 1 ISSUE 11

MASTERS MASTERS

MEHTA MEHTA MEHTA MEHTA MASTERSMASTERSMASTERS MASTERS

SKYWARRIORS SKYWARRIORS SKYWARRIORS SKYWARRIORS

MEHTA MEHTAMEHTAMEHTA MASTERSMASTERS MASTERS MASTERS

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MEHTA MEHTA MASTERS MASTERS

BELLY

NOSE

AFTER CARE

E V E N TS

MANAGING COMMITTEE

Mahendra Jain

Mukti Gold & Diamonds

Bhavesh S Jain Bhavesh Gold

Rakesh Chauhan Pratap Jewellers

Deepak Jain

Shailesh Jewellers

Sanket Jain Serene Jewels

SCREENING DAY 1

SCREENING DAY 2

JEWELBUZZ | VOL 1 ISSUE 11

Jayesh Gemavat Bharati Jewellers

Vinod Soni

Ela Designer Joolry

Manish Jain

Shrishti Gold Pvt Ltd

Vishal Jain

Shah Vanaji Kesaji & Co

Milen Chheda Tara Fine Jewels

Anish Birawat

Chain & Chain Pvt Ltd

Rahul Mehta Silver Emporium

Kripesh Sanghvi Union Chains Pvt Ltd

PENITUP.COM

Trendsetter of a Tradition

VISIT US AT

Stall Nos : Hall 5 GJB009A-9B, GJC010

S. K. JEWELLERS

68/72 , GANPAT BHAVAN, 1ST FLOOR, SHOP NO.104, DHANJI STREET, MUMBAI - 400 003. TEL NO. 022 - 23411486, 23465694 www.skjewellers.com sanjayskjeweller@gmail.com

Stall Nos. 80 & 91

E V E N TS

JYPL AUCTION

JEWELBUZZ | VOL 1 ISSUE 11

Solution Simplified ...Since 1986

E V E N TS

JYPL AUCTION

JEWELBUZZ | VOL 1 ISSUE 11

AD INDEX

ADVERTISEMENTâ&#x20AC;&#x2122;S INDEX Sl No

Name of the Advertiser

City

Page No

Aarya 24KT

Mumbai

Aczet Pvt Ltd (Citizen Scale (I) Pvt Ltd)

Mumbai

Alankar International Pvt. Ltd

Mumbai

Bhindi Manufacturers

Rajkot

Chain-N-Chains Jewels Ltd.

Mumbai

6&7

Do - It Impex Pvt. Ltd.

Mumbai

Emerald Jewel Industry India Ltd

Coimbatore

Euro Cubic Creations Pvt. Ltd.

Mumbai

Cover Gate Fold

India Bullion & Jewellery Association

Mumbai

Mark Bangles

Mumbai

Mirella

Mumbai

Mukti Gold & Diamond

Mumbai

Piercing Systems India Pvt Ltd.

Mumbai

Pure Platinum Jewellery Pvt. Ltd.

Mumbai

Raj Jewellers

Mumbai

S. K Seth Jewellers

Mumbai

S. K. Jewellers

Mumbai

Sangam Gems & Jewels LLP

Mumbai

Shilpi Jewellers

Mumbai

Shringar House of Mangalsutra

Mumbai

Silver Emporium Pvt. Ltd.

Mumbai

Solanki Jewellers

Mumbai

Solitaire Gemological Laboratories

Mumbai

Swarovski Gemstones Business

Mumbai

50 & 72

Tiara Fashion Jewellery

Mumbai

2 & 67

4&5

Disclaimer : The above list is not an indication of ranking or any other preference and not part of the agreement. JewelBuzz does not take responsibility of any errors unintentionally occurred.

JEWELBUZZ | VOL 1 ISSUE 11

3Dware designs, develops and manufactures industrial grade 3D Printers. Currently, our range of SLA/DLP 3D Printers serve the jewelry industry, hearing aid manufacturers, dental labs, educational institutions, design studios and precision casting service providers. Sigma Series is speciďŹ cally developed as an affordable 3D Printing/CAM solution for small-scale jewelry casting manufacturers and 3D Printing job work providers and at all the levels. All the

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INDIA INTERNATIONAL JEWELLERY SHOW, 2016