jewellery marketing case study

Jewelry Marketing Case Study 2024: Amplifying E-com Success

A U.S.-based reputable jewelry brand, which serves as the focal point of our jewelry marketing case study, has been making strides in the online market for some time. With a strong foundation of loyal customers who discovered the brand organically—without being prompted by flashy advertising campaigns or promotional deals—they have managed to build a respectable online presence.

This group of online customers, mostly made up of people who keep coming back, shows that the brand’s products are really good and attractive.

Despite the brand’s longevity in the online space, they encountered several obstacles impeding their expansion. Their main issue centered on a lack of a clear, strategic plan for customer engagement and advertising organization. 

This lack of good communication and ad planning held back the brand’s chance to grow more on the internet.

Approach & Strategy

To address these issues as part of our jewelry marketing case study, our team set out to construct a comprehensive and far-reaching ad campaign that would span numerous websites and applications, creating more widespread awareness of the jewelry brand. In the spirit of innovation, we didn’t limit ourselves to traditional methods but also experimented with a variety of promotional strategies. This approach allowed us to test different channels and techniques to identify the most effective ones.

Understanding the power of personalized communication, we leveraged our position as a Klaviyo agency to its full potential . Klaviyo, known for its robust email marketing capabilities, enabled us to design and implement jewelry email marketing campaigns that resonated on a personal level with our audience. By segmenting our database, we sent targeted messages that catered to the interests, past purchase behaviors, and engagement levels of our subscribers.

Integrating Jewelry Advertising Ideas Across Channels

Our jewelry advertising strategy was not limited to a single channel. We launched a multi-channel campaign, spreading our narrative and showcasing our exquisite collections through various digital platforms . From the visually rich platforms of Instagram and Pinterest, perfect for displaying our jewelry, to the more conversational tones of Facebook, our advertising campaigns were tailored to fit each platform. This ensured our message was not only seen but felt, creating a cohesive brand experience regardless of where our audience encountered us.

Leveraging UGC Content Creators

In our approach, we partnered with UGC (User-Generated Content) content creators who specialize in making short, captivating videos. These talented individuals crafted videos showcasing our jewelry, but with a twist: instead of posting on their channels, these videos were featured directly on our brand’s social media platforms, such as Instagram and TikTok. This strategy allowed us to maintain a consistent brand voice and aesthetic while injecting the authenticity and creativity of real-life experiences into our content. By curating and presenting these videos on our own channels, we could directly engage our audience, offering them a fresh and relatable perspective on our products. This method ensured quality control and reinforced our brand’s narrative, making our jewelry more appealing and accessible to potential customers by highlighting its beauty and versatility in everyday situations.

Results & Milestones

Within a span of merely two months, our efforts bore fruit, resulting in an impressive near-doubling of our online income. From February to April, their revenue saw an increase from 19,834 USD to 34,564 USD, suggesting room for more substantial growth. But that’s not where the success story ends in this jewelry marketing case study. We also observed a significant influx of new customers joining our long-time loyal clientele. Specifically, we saw a 25% surge in first-time buyers, indicating a successful reach beyond our established customer base.

Upon identifying the strategies that yielded positive results, we amplified our focus on those areas while concurrently exploring fresh, innovative ideas. Our primary objective is to continue to accelerate growth while ensuring a healthy return on ad spend ( ROAS ). We intend to strike a balance between expansion and profitability to ensure we’re getting an optimal return on our advertising investments. This strategic focus is guided by the ROAS benchmark that we mutually agreed upon with our client.

In the end, this jewelry marketing case study illustrates how we managed to leverage the right advertising strategies to transform an established brand’s online presence. Through strategic planning and experimentation, we managed to not only increase it’s revenue but also attract a wider customer base. We will continue to refine our strategies and test new ones to ensure sustained growth and profitability for this jewelry brand.

NOTE : Our client has agreed to share these insights without naming the brand in this jewelry marketing case study. The brand represents a luxury sterling silver jewelry line in the US market, inspired by Mediterranean and Middle Eastern culture and patterns. The prices range from 50 to 150 USD.

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Jewellery SEO Case Study: Analysis of Pandora & Tiffany’s Digital Marketing Strategy

Croud Luxe Marketing Team

20th May 2024

~ 10 min read

The Importance of SEO for Jewellery Brands

Market to your target audience effectively, increase website traffic, build brand awareness, create a global offering, what we can learn from two of the biggest brands in the jewellery industry, technical seo strategies, content strategies, 1. landing pages, 1 . landing pages.

It is only recently that a large proportion of luxury brands have begun investing in SEO strategies, having instead previously relied on brand awareness to drive sales. With the digital industry growing and becoming a busier platform they have begun to recognise SEO as a legitimate revenue source. Some jewellery brands, in particular, have bought into SEO and now have solid, successful strategies which have led to them dominating the search results.

It’s always been challenging to acquire new customers. This challenge remains true in today’s crowded marketplace, with expectations around online shopping experiences expected to match those consumers can receive offline.

Even some of the most established jewellery brands in the world can only see success if they launch their latest collections in a coordinated fashion that incorporates digital and SEO best practices.

Here are just some of the benefits SEO and digital marketing offer:

Marketing to your target audience is a critical factor for any business, and thanks to the emergence of digital advertising, it’s now more straightforward. Of course, that’s not to say it’s easy, but before online advertising became popular, it was a case of developing an ad for all, hoping it would draw out your target audience through a crowd of noise and interruption.

Now, you can create target ads and content specifically for the consumers you want to reach.

In an industry where looks are everything, the digital world is perfect for jewellery brands to showcase their products. However, for potential customers to recognise the aesthetic beauty of your website, they need to get there!

This is where using digital marketing techniques to reach your target market and drive targeted traffic to your website is ideal.

The more extensive your online presence, the more recognisable your brand name will be. This is also true for jewellery brands looking for their brand to be at the forefront of consumers’ minds.

When developing a digital marketing campaign , whether SEO or a content marketing strategy, focus on creating clear and concise messaging that works together to market your brand online creatively.

Digital marketing within the jewellery industry is also a great way to enhance your brand’s image. Not only does it show customers your latest collections, but it can also create a positive online presence for all to admire, whether they are ready to become customers today or in the future.

One of the most significant benefits of SEO and digital marketing is enhancing a company’s online presence and global website rankings. This can be priceless for a brand wanting to expand into a new market or looking to test campaigns in new territories before committing to a more expansive rollout.

SEO strategies are typically complex in nature, but here we analyse the structure of a website and how it grounds great technical SEO and content SEO strategies. First, we will concentrate on technical SEO, and keyword mapping to the correct pages, before moving on to analysing the content delivered on the sites. The examples are two very successful brands, Pandora and Tiffany’s. The structure of the site feeds the entire content strategy and affects how easily the site will be updated. The data shown from these two brands comes from Google UK.

The first brand we will analyse is jewellery designer Pandora. Not the top end of the jewellery market Pandora sets itself apart from competitors by positioning themselves as affordable luxury. Their brand is known worldwide and this is reflected in their branded search positions.

The Pandora brand is now so strong that they have little to worry about in terms of branded searches. However, their current non-branded digital strategy is dominating the jewellery industry.

Pandora achieves this through a wide range of different, uniquely named URLs so that customers can be led straight to the specific page they are searching for. This means that the customers click on the most useful page possible, providing them with the best possible user experience.

Pandora’s keywords have been carefully interwoven into their content strategy. Each URL contains a relevant dedicated keyword, including both specific keywords which are easier to target, to more generalised keywords which take much longer to rank for and have much stronger competition.

For example, they have a specific page dedicated to “necklace chains”, and the URL states “necklace-chains” so there is no room for confusion for either customers or Google. Search engines know exactly which page should serve users the best. “Stacked rings” is another example of how they use key terms in the URL “/rings/stacking-rings/”. This increases the range of keywords they can rank for, thus appearing for the broader range of terms such as “necklaces” and “rings”.

Our other example is the well-known jewellery brand Tiffany’s. A high-end luxury brand, they communicate their brand value but highlighting the history of the brand.

Similar to Pandora, Tiffany’s appear strongly for branded keywords. They focus on necklace and engagement keywords, directly associated with their brand to drive traffic to their site. However, their URLs are not as tightly structured as Pandora.

The table above shows a range of URLs which, though not quite as exact as Pandora, do reflect the brand categories. They reserve pearl jewellery for its own page, and dedicate diamonds to the engagement page, working from their brand’s persona, which famously associates Tiffany’s with engagement rings.

From an SEO perspective, this means that Google will read these categories, and give the site more credit for terms such as jewellery and engagement, particularly as the content reflects this, which you will soon see.

The content from these luxury brands reflects a strong structure with each brand presenting a strong online presence through their blogs.

In terms of SEO, every time they publish a blog post results into one more indexed page on their website, which means another opportunity for their brand to show up in search engines and drive traffic to their website in organic search.

Pandora’s blog ‘Universe’ is the most active blog we’ve come across from a luxury jewellery designer, publishing multiple blog posts every week.

Pandora’s landing pages contain a strong amount of copy , especially for an image-based site. They not only have category copy situated at the top of the page but also have an expanded version at the bottom of the page. While this is slightly unnatural for a page structure, the extra copy is obviously working well, as they are ranking on the first page for a wide number of keywords. The design of the bottom of the page means that the copy doesn’t look too out of place. We assume that this technique will be used in the fashion and jewellery industries, as brands try to get more copy on their pages without damaging the user experience.

The “Universe” has six main categories:

• Newest stories (all blog posts)
• Craftmanship
• Seasonal trends
• On Our Wishlist

There is also the option of adding more filters to your search in the blog archive to find all the posts about the specific topic the reader is looking for. This ensures the reader can access the content they need quickly and don’t need to click on pages of blog posts to find information.

Pandora’s URLs are very simple and clear, but they also have some categories which cleverly highlight their products. For example, the ‘Sneak peek’ category gives a first look at the next collection launch. With colour schemes and styles identified, the reader is teased until the full collection is revealed. They can also add the new jewellery to their Pandora wish list before the collection is even released, solidifying potential purchases.

Users will also link to the new collection, which will help the site gain more links and keep their rankings strong.

The final category on the Universe blog is called ‘On our Wishlist’ and includes posts mainly focusing on products the blog writers are wishing for at the moment, which perhaps the readers also wants. It also jumps on current events such as Valentine’s Day and Mother’s Day to show gift ideas from Pandora. This allows Pandora to rank for key calendar events, and grab those gift searches. This will also pick up a range of links during those seasons which will contribute to a lift in rankings.

This simple URL structure clearly tells Google what URLs should rank for each keyword, and splits the blog into easy categories.

Tiffany was actually one of the first luxury brands who took online marketing and online sales seriously, and this has paid off as they are still one of the leading jewellery brands doing sales online .

Rather than adding copy to the category product page itself, as Pandora does, Tiffany’s has split the categories into subheadings and included guides and information about their products on separate pages. Tiffany’s also manages to include the word “gifts” in many of their subheadings, something which will help them target “gift” search terms.

While this isn’t a perfect strategy, it means that the site includes more keywords, ranks more pages, and adds context to search engines. It is also a good alternative for those brands who don’t want to add copy to their main landing pages, something many luxury brands are not ready to do.

Tiffany’s blog is named ‘The world of Tiffany’ and gives the reader an opportunity to explore the brand heritage, product styling suggestions, romantic inspiration and the latest news from Tiffany.

Tiffany’s blog differs from Pandora’s first and foremost in terms of layout. Where Pandora’s blog has a traditional blog layout with blog posts stacked underneath each other sorted by date with the latest blog post featuring at the top, the Tiffany blog is more fluid. It does not mean it is any less easy to navigate through. The blog has three main categories:

• The Tiffany story
• The future is beautiful

While these are not the most searched for keywords, Tiffany’s has made up for it by their content.

For example, the second category, ‘The Tiffany story’, gives the reader insights into the story behind the Tiffany brand. In this category the reader can explore four further categories:

All the content in the category is evergreen and does not have a date it’s published. It contains information that will always be relevant and does not need any further updates unless the there is a redesign of the site.

The final blog category is called ‘The future is beautiful’. The blog content in this category gives the reader insights into Tiffany’s commitment to maintaining the highest standards of social and environmental responsibility.

However, despite the title, the URL strategically uses the word sustainability, which is probably what the reader was searching for in their preferred search engine. While Pandora clearly creates and structure their URLs, Tiffany’s affords a little creativity by balancing brand tone, keywords and content expertly.

When creating content for a site it is important to choose a URL structure that is both flexible and easily understood by Google. If you need to be creative ensure you base your content around a particular keyword, as Tiffany’s does.

Analysing these two major jewellery brands which both have successful blogs, it is easy to see how you can build and run a blog for similar brands. Pandora’s blog is always on brand and focuses on the latest products. However, Tiffany focuses not only on their products but more on their brand heritage, as well as their social and environmental responsibility.

Both blogs work well for the purpose of building a brand persona, giving the consumers better access to information and increasing the number of indexed pages on their website, which makes them more dynamic and a higher rank in Google. But the reason they work so well is due to their simple, yet effective URL structure.

If you need help from a luxury SEO agency based in London please get in touch.

If you found this post helpful, why not stay up to date and follow us on Instagram or Twitter , and make sure to keep an eye on our blog for our next case studies on influencer marketing and outreach.

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Tiffany & Co. Marketing Strategy 2024: A Case Study

Tiffany & Co., the iconic jewelry brand founded in 1837 in New York City, has developed a comprehensive marketing strategy that positions itself as a leader in luxury branding and delivers a memorable customer experience. With a target audience primarily consisting of women in their pre-teen to middle-age years, Tiffany & Co. appeals to individuals from the upper-middle and affluent classes who appreciate luxury and high-quality products.

One of the key elements of Tiffany & Co.’s marketing strategy is its diverse advertising channels. The brand utilizes print media to showcase its products in prestigious publications, while also leveraging digital platforms to reach a broader audience. Additionally, Tiffany & Co. actively engages with its audience through social media platforms like Instagram, Facebook, and Twitter, creating a personal connection with its customers.

Tiffany & Co. has a global presence with stores located in key cities across North America, Europe, Asia Pacific, the Middle East, and Latin America. Organizing its products into different divisions, including jewelry, leather goods, watches, perfumes, and home accessories, allows the brand to cater to various customer preferences and expand its reach.

In the competitive luxury jewelry industry, Tiffany & Co. faces rivals such as Cartier. As indicated by the legal battle between the two companies, Tiffany & Co. strives to maintain its market position and appeal to its target audience through innovative and captivating marketing campaigns. Notably, the brand has collaborated with renowned artists and celebrities like Beyoncé Knowles-Carter and Jimin of BTS to enhance its promotional endeavors.

By emphasizing emotional connection, Tiffany & Co.’s marketing strategy resonates with its target audience. Women who value luxury, quality, and personal style are drawn to the brand’s exquisite designs and its ability to create engaging purchasing experiences. Tiffany & Co. continues to uphold its legacy of elegance and luxury, combining timeless craftsmanship with innovative strategies to stay at the forefront of the industry.

Key Takeaways:

• Tiffany & Co. targets women in their pre-teen to middle-age years who appreciate luxury and personal style.
• The brand appeals to individuals from the upper-middle and affluent classes who value high-quality products.
• Utilizing various advertising channels, Tiffany & Co. showcases its products through print media and digital platforms.
• Tiffany & Co. actively engages with its audience through social media platforms like Instagram, Facebook, and Twitter.
• The brand has a global presence with stores in key cities across North America, Europe, Asia Pacific, the Middle East, and Latin America.

The Importance of Branding in Tiffany & Co.’s Marketing Strategy

Branding plays a pivotal role in Tiffany & Co.’s marketing strategy, solidifying its position as a leading luxury brand. With a history dating back to 1837, Tiffany & Co. has cultivated a strong and recognizable brand identity that resonates with consumers worldwide.

One of the key elements of Tiffany & Co.’s brand identity is its iconic Tiffany Blue color. The distinctive shade of blue, trademarked by the company, has become synonymous with luxury and elegance. This specific shade of blue, often referred to as Tiffany Blue, evokes a sense of premium quality and captures the attention of consumers. The use of this color in packaging and marketing materials creates a visual association with the brand, making it instantly recognizable.

In addition to the Tiffany Blue color, the brand’s logo and association with timeless love through engagement rings also contribute to its brand identity. The introduction of the Tiffany Blue Box® by Charles Tiffany in 1853 revolutionized the jewelry industry and highlighted the importance of packaging and presentation in luxury goods. The iconic blue box has become a symbol of luxury and sophistication, enhancing the overall brand experience for customers.

Tiffany & Co.’s commitment to exceptional craftsmanship and design further reinforces its brand identity. During the late 19th and early 20th centuries, the brand embraced the Art Nouveau and Art Deco movements, incorporating intricate craftsmanship and nature-inspired motifs into their designs. This attention to detail and artistic expression distinguishes Tiffany & Co. from other luxury brands and adds to its allure.

Furthermore, Tiffany & Co.’s expansion into international markets and strategic store locations have helped solidify its global reputation. By establishing stores in major cities like London and Paris, the brand has positioned itself as a true global luxury brand, catering to discerning customers around the world.

Tiffany & Co.’s emphasis on branding, encompassing elements such as the Tiffany Blue color, iconic logo, and association with love and commitment, has established them as a luxury powerhouse. These brand identity components, combined with exceptional craftsmanship and a global presence, contribute to their continued success in the luxury goods market.

Target Audience Engagement in Tiffany & Co.’s Marketing Strategy

Tiffany & Co. has successfully captured the attention and loyalty of a specific target audience – women in their pre-teen to middle-age years who appreciate luxury goods and have a discerning taste for exquisite design. Catering to the upper-middle class and affluent individuals, Tiffany & Co. ensures that their products and marketing efforts resonate with this exclusive demographic.

The brand’s long-established presence in the luxury market, with over 170 years of foundation history, showcases its credibility and appeal to this target audience. Tiffany & Co.’s wide range of luxury products, including personalized water bottles, watches, silver items, quality leather goods, and porcelain items, caters to the high-end clientele that values superior craftsmanship and timeless elegance.

An important factor in engaging their target audience is Tiffany & Co.’s strategic use of social media platforms to showcase their luxurious products and connect with potential buyers. With over 13.9 million followers on Instagram alone, Tiffany & Co. has built a strong online presence, with most of their Instagram reels gaining over a million views.

Moreover, Tiffany & Co.’s social media engagement extends beyond Instagram, with a significant following on various other platforms. They have over 10 million followers on Facebook, 1.8 million followers on Twitter, and over 300,000 followers on Pinterest. These platforms provide ample opportunity for the brand to engage with their target audience, share behind-the-scenes content, and build brand credibility.

Tiffany & Co. understands the importance of engaging their target audience authentically. They employ strategies such as using influencers and celebrities, leveraging employee advocacy, and showcasing behind-the-scenes content to establish a strong connection with their audience.

In addition, specific advice for Twitter engagement includes using hashtags, sharing emotionally resonant content, and maintaining consistency in posting. This helps Tiffany & Co. create a more interactive and engaging experience for their followers on the platform.

For Pinterest marketing, Tiffany & Co. emphasizes creating boards for specific occasions, linking visual content to their website, and using relevant hashtags. These strategies ensure that their target audience discovers and engages with their brand on the platform.

The analytical tools , such as Radarr, play a crucial role in comprehending engagement metrics. Tiffany & Co. uses these tools to analyze the effectiveness of their social media strategies, track trends, and stay ahead of the competition.

Through their comprehensive marketing strategy, Tiffany & Co. successfully engages their target audience by offering luxury goods, leveraging social media platforms, and employing effective strategies to build brand credibility and connect with their discerning clientele.

Advertising Tactics in Tiffany & Co.’s Marketing Strategy

Tiffany & Co. employs a diverse range of advertising channels to effectively promote their luxury products. They utilize both traditional print media and modern digital platforms to showcase their offerings to a wide audience.

The brand understands the power of print media and leverages it to reach potential customers. Through meticulously curated advertisements in renowned magazines and newspapers, Tiffany & Co. captures the attention of readers and conveys the elegance and allure of their jewelry and specialty goods. These print advertisements serve as a visual representation of the brand’s commitment to craftsmanship and quality.

Furthermore, Tiffany & Co. effectively harnesses the potential of digital platforms to expand their reach and connect with their target audience. The brand engages actively on social media platforms like Instagram, Facebook, Twitter, and Pinterest, where they have amassed a significant following. By sharing captivating visuals and compelling messaging, Tiffany & Co. cultivates an online presence that resonates with their customers and conveys their brand values.

In addition to print media and digital platforms, Tiffany & Co. collaborates with influential individuals, such as influencers and celebrities, to amplify their brand and increase brand visibility. By partnering with personalities who align with their brand image, Tiffany & Co. taps into their vast reach and engages with a broader audience.

This strategic use of advertising channels, both traditional and digital, enables Tiffany & Co. to effectively communicate their brand story and showcase their exquisite products to individuals of all social classes. Whether it’s through a captivating print ad, a captivating social media post, or a collaboration with an influential figure, Tiffany & Co. ensures that their brand remains firmly etched in the minds of their target audience.

The Role of Digital Marketing and Social Media in Tiffany & Co.’s Marketing Strategy

Tiffany & Co. understands the immense value of digital marketing and social media in cultivating and nurturing strong customer relationships. With a robust online presence, the brand actively engages with its audience across multiple platforms to enhance its online visibility and establish a more personal connection.

One of the key platforms where Tiffany & Co. excels is Instagram, where they have amassed an impressive following of over 13.9 million users. With an eye-catching feed and visually appealing content, the brand entices followers with luxurious jewelry and showcases the exquisite craftsmanship they are known for. Additionally, Tiffany & Co. has leveraged the power of Instagram Reels, generating over a million views and harnessing the potential of video marketing .

Tiffany & Co.’s digital marketing strategy extends beyond Instagram. The brand actively engages with its audience on Facebook, where they have garnered more than 10 million followers. By actively responding to customer comments and valuing each individual, Tiffany & Co. fosters a sense of community and deepens customer relationships.

LinkedIn, another prominent social media platform, is embraced by Tiffany & Co. to highlight its corporate sustainability achievements. With over 694k followers, the brand showcases its commitment to responsible business practices and resonates with professionals who align with their values.

The brand’s Twitter presence is equally strong, with 1.8 million followers. Tiffany & Co. utilizes this platform to share updates, promote products, and engage in real-time conversations. By tweeting around 3-5 times a day, the brand stays relevant and connected with its audience.

Recognizing the potential of Pinterest, Tiffany & Co. leverages the platform’s visual nature to drive traffic and conversions. With over 300k followers, the brand effectively links its Pinterest content directly to its website, providing a seamless shopping experience and attracting potential customers.

Overall, Tiffany & Co.’s digital marketing and social media efforts play a crucial role in strengthening its online presence and deepening customer relationships. By staying active and engaged on various platforms, the brand ensures that its audience feels connected and inspired, contributing to its continued success in the luxury goods industry.

Market Positioning and Competitive Analysis in Tiffany & Co.’s Marketing Strategy

Tiffany & Co. has established a strong global presence in the luxury goods industry, operating in over 70 countries worldwide. With a history dating back to 1837, the company boasts over 180 years of rich heritage and craftsmanship. Over the years, Tiffany & Co. has positioned itself as a leader in the industry through strategic market positioning and competitive analysis.

One of Tiffany & Co.’s notable contributions to the industry was the introduction of the iconic Tiffany Setting in 1886. This revolutionary six-prong diamond engagement ring design set a new standard in the market and cemented the company’s reputation for innovation and exquisite craftsmanship.

To stay ahead in the luxury goods industry, Tiffany & Co. deeply analyzes its competitors and closely monitors market trends . By understanding the landscape and consumer preferences, the company is able to make informed decisions regarding product offerings and marketing initiatives. This emphasis on competitive analysis enables Tiffany & Co. to anticipate market changes and maintain its market leadership.

One of Tiffany & Co.’s core strategies is its commitment to sustainability. The company aims to achieve net-zero greenhouse gas emissions by 2021 and responsibly source 100% of their diamond, gold, and silver by 2025. This forward-thinking approach not only aligns with evolving consumer values but also enhances the brand’s market positioning as an environmentally conscious luxury goods provider.

Tiffany & Co. understands its target market well and caters to the upper-middle and upper-class demographics. Their products hold emotional value for their customers, making them ideal for both personal indulgence and special gifts. This inclusive approach to luxury positioning sets Tiffany & Co. apart from its competitors and appeals to a broader consumer base.

Looking ahead, Tiffany & Co. acknowledges significant opportunities for expansion in emerging markets such as China and India. These countries have growing economies and a rising middle class, making them ideal markets for luxury goods brands seeking to establish a foothold in new territories.

Successful Promotional Campaigns in Tiffany & Co.’s Marketing Strategy

Tiffany & Co. has consistently demonstrated its creativity and innovation through successful promotional campaigns, enabling the brand to boost brand awareness and engage with its target audience. By leveraging various marketing channels and collaborating with renowned artists, Tiffany & Co. has created unforgettable experiences that resonate with consumers.

One of the key elements of Tiffany & Co.’s promotional campaigns is their ability to think outside the box and generate excitement among their audience. Through limited-edition collaborations with artists such as Elsa Peretti, Paloma Picasso, and Jean Schlumberger, the brand showcases its commitment to creativity and uniqueness.

These collaborations not only attract art enthusiasts but also help Tiffany & Co. reach new target segments who may be interested in both the brand and the artists themselves. By associating their brand with well-known names in the art world, Tiffany & Co. not only enhances their brand image but also positions themselves as a brand with a deep appreciation for art and design.

Additionally, Tiffany & Co.’s experiential events have become iconic moments in the brand’s promotional calendar. By creating immersive and interactive experiences, such as pop-up stores and art installations, Tiffany & Co. invites consumers to engage with their brand in a unique and memorable way. These events not only showcase the brand’s products but also allow customers to forge a deeper emotional connection with the Tiffany & Co. brand.

Furthermore, Tiffany & Co.’s innovative use of social media platforms has contributed to the success of their promotional campaigns. With over 13.9 million followers on Instagram, the brand has a strong social media presence that allows them to connect with their audience on a more personal level. The brand’s Instagram reels, which consistently garner over a million views on average, highlight their ability to leverage video marketing effectively.

Tiffany & Co.’s promotional campaigns have not only created brand awareness but also reinforced their position as a leader in the luxury goods industry. By continuously pushing the boundaries of creativity and embracing new marketing strategies, Tiffany & Co. ensures that their brand remains top of mind for consumers seeking high-end and luxurious products.

Company Overview of Tiffany & Co.

Tiffany & Co. is a renowned luxury goods manufacturer that was founded in 1837 by Charles Lewis Tiffany and John B. Young in New York City. With a rich history spanning over 170 years, the company has established itself as an iconic brand in the luxury industry. Tiffany & Co. offers a diverse range of products, including exquisite jewelry, high-quality watches, luxury accessories, and elegant home decor items.

Known for its commitment to craftsmanship and attention to detail, Tiffany & Co. employs skilled artisans who bring their expertise to create signature pieces. Their artisans craft exquisite silverware, personalized water bottles, leather goods, porcelain items, and handmade engagement and wedding rings that symbolize enduring love and commitment.

Tiffany & Co.’s global presence is evident with stores located in major cities across the world. From their iconic flagship store on Fifth Avenue in New York City to stores in Virginia, Madrid, Manchester, and other coveted destinations, Tiffany & Co. strategically places its stores in upscale locations to cater to its discerning clientele.

With a legacy built on quality, design, and impeccable craftsmanship, Tiffany & Co. has become synonymous with luxury and elegance. Its products cater to high-end customers, and the brand is often sought after by discerning individuals in high society. The price range of Tiffany & Co. products varies, with lower-cost items starting at $35 and luxury pieces commanding higher price points.

In recent years, Tiffany & Co.’s marketing strategy has evolved to focus on digital media and social platforms. Their engaging content, emotional advertising campaigns, and strategic collaborations with renowned designers such as Elsa Peretti and Paloma Picasso have solidified their position as a leading luxury brand.

Tiffany & Co.’s commitment to sustainability is evident in their adoption of solar panels in some of their factories, showcasing their dedication to a more environmentally conscious future. Through their timeless designs, exceptional craftsmanship, and global presence, Tiffany & Co. continues to captivate the hearts of luxury connoisseurs around the world.

Target Audience and Buyer Persona of Tiffany & Co.

Tiffany & Co. has successfully captured the attention of a diverse target audience, primarily consisting of women aged 35-50+ from upper-middle-class and upper-class socioeconomic positions. These individuals appreciate luxury goods and value exceptional quality in their purchases.

However, Tiffany & Co. is also making strides in connecting with a younger audience through internet and social media platforms. By leveraging digital channels, they are attracting a new generation of customers who have a discerning taste for luxury and a desire to express their personal style.

In the engagement ring market segment , Tiffany & Co. has earned a reputation for offering high-end diamond rings. The company’s commitment to exquisite craftsmanship and attention to detail appeals to individuals seeking the perfect symbol of eternal love.

While Tiffany & Co. holds a prominent position in the market , they face competition from brands like Blue Nile, which offers a wide variety of engagement rings and diamond jewelry online.

When it comes to wedding gifts, customers visiting Tiffany & Co.’s website typically fall within the age range of 30-55+ and come from upper-middle-class or upper-class socioeconomic positions. These individuals are looking for special, timeless pieces that reflect their appreciation for luxury and fine craftsmanship.

Cartier is another formidable competitor of Tiffany & Co., targeting women from upper socioeconomic classes with their high-priced jewelry and wedding gift collections.

In summary, Tiffany & Co.’s target audience primarily consists of women from upper-middle-class and upper-class backgrounds. Women are the key customers compared to men, as the majority believe in the symbolic power of diamonds and the existence of true love. Their buyer persona includes individuals who appreciate luxury, unique design, and quality, and seek exclusive and high-end products that symbolize perfectionism, promise of love, sophistication, and fashion.

Tiffany & Co.’s Target Audience Key Demographics

Tiffany & Co.’s marketing strategy has proven to be a formidable force in the luxury goods industry. Through their focus on luxury branding and delivering exceptional customer experiences, they have solidified their position as a leading global brand. From their iconic Tiffany Blue Box®, which set the standard for luxury packaging, to the revolutionary Tiffany Setting engagement ring, Tiffany & Co. has consistently demonstrated their commitment to innovation and quality.

Expanding internationally and strategically placing flagship stores in upscale locations, Tiffany & Co. has captured the attention of their target audience. With a strong presence on social media platforms like Instagram, Facebook, and Twitter, they have effectively engaged with millions of followers worldwide. Their collaborations with renowned designers and celebrities have further elevated their brand and attracted widespread attention.

By understanding and catering to a female demographic spanning from pre-teen to middle-age, primarily from upper-middle and affluent classes, Tiffany & Co. has successfully captured the hearts of their target audience. With an e-commerce strategy that includes a user-friendly website, mobile applications, and exhibition bookings, they have made their products accessible to a wider audience.

Tiffany & Co.’s marketing strategy is a shining example of how luxury brands can leverage digital channels, creative campaigns, and a deep understanding of their target audience to build a strong brand identity and achieve marketing success . As they continue to evolve and adapt, Tiffany & Co. remains at the forefront of the luxury goods industry.

What is Tiffany & Co.’s marketing strategy?

Who is tiffany & co.’s target audience, how does tiffany & co. use branding in their marketing strategy, what advertising tactics does tiffany & co. employ, how does tiffany & co. use digital marketing and social media, how does tiffany & co. position itself in the luxury goods industry, what are some of tiffany & co.’s successful promotional campaigns, what is the company overview of tiffany & co., who is the target audience and buyer persona of tiffany & co., what is the focus of tiffany & co.’s marketing strategy, related posts:.

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Nina Sheridan is a seasoned author at Latterly.org, a blog renowned for its insightful exploration of the increasingly interconnected worlds of business, technology, and lifestyle. With a keen eye for the dynamic interplay between these sectors, Nina brings a wealth of knowledge and experience to her writing. Her expertise lies in dissecting complex topics and presenting them in an accessible, engaging manner that resonates with a diverse audience.

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State of Fashion: Watches and Jewellery

Business of Fashion and McKinsey have collaborated on five annual State of Fashion reports analysing the global fashion industry and the trends shaping it. This report is part of a special-edition series and takes a deep dive into fine jewellery and watches over a five-year time horizon. Through extensive executive interviews, analysis of public and private companies, and proprietary insights, the report identifies six seismic shifts that will shape value pools in the fine jewellery and premium to ultra-luxury watches industries through 2025. The shifts cover a variety of perspectives ranging from consumer behaviour to business models to the products themselves. Additionally, the report spotlights watchlist trends on the horizon, with uncertainty around timing and level of impact to the industries, that industry players should continue to observe as they further materialise over the next years.

Bringing the sparkle back

With combined annual sales of more than $330 billion, fine jewellery and premium to ultra-luxury watches are an important part of the global luxury economy. Not only do these sectors make a meaningful contribution to business, but they also represent significant cultural assets that have for centuries reflected human preoccupations with creativity, symbolism, and self-expression, while being grounded in advanced technical know-how. Yet today, both the jewellery and watches industries find themselves at an inflexion point.

As uncertainty caused by the COVID-19 pandemic rippled across the globe and short-circuited demand, the fine jewellery and watches industries suffered revenue declines of 10 to 15 percent and 25 to 30 percent, respectively, putting further strain on slow-to-adapt players and crystalizing emerging trends in the market. Physical retail’s closure for extended periods revealed cracks in the jewellery and watches industries’ slow transition to digital—which lags far behind other luxury categories—with online sales representing 13 percent of the global market for fine jewellery and just 5 percent for watches. Meanwhile, the abrupt halt to global travel stifled fine jewellery and watches purchases made by consumers on trips abroad, which accounted for some 30 percent of the prepandemic market.

While there is little doubt that the market will continue to present tough conditions for both the jewellery and watches industries, the next five years also offer significant opportunities for players to rewrite the rule book across products, distribution models, and engagement strategies. Those that anticipate or at least embrace the changes in the marketplace can participate in setting a new gold standard.

2025 industry outlook

Between now and 2025, we expect the jewellery and watches industries to rebound from the COVID-19 pandemic and grow globally at 3 to 4 percent per year (fine jewellery) and 1 to 3 percent per year (watches). We expect demand to increase from younger consumers as well as in domestic markets amid continuing restrictions on international travel and the rise of domestic duty-free zones in China. Already the biggest regional market, accounting for 45 percent of global fine jewellery sales and 50 percent for watches, sales in Asia are set to expand even further, with China leading the way. Looking forward to the next five years, we expect branded fine jewellery sales in Asia to grow 10 to 14 percent annually, while watch sales in Asia will grow up to 4 percent per year.

Fine Jewellery

Looking forward, we expect the global fine jewellery market to be more branded, more digital, and more sustainability-focused than ever before. For a market that has often historically been known as the opposite of those attributes, the path to 2025 is poised to send waves of change throughout the industry. On the forefront, branded fine jewellery will be on the rise, with an expected compound annual growth rate (CAGR) of 8 to 12 percent from 2019 to 2025. This means that branded fine jewellery will grow approximately three times faster than the total market. Because price points in branded fine jewellery can be around six times higher than for unbranded products, competition between established luxury jewellery brands, fashion brands, and new direct-to-consumer (DTC) companies will heat up as players compete to win customers who are turning toward brands that reflect their distinct points of view.

Many branded players will also find themselves well positioned for the expected growth of online sales; however, emerging DTC players will apply pressure and give established players a sense of urgency to move quickly. Global online fine jewellery sales are expected to increase from 13 percent to 18 to 21 percent of the total global market by 2025. The move toward online, however, must be carefully considered by jewellers to not discount the importance of humanizing digital experiences. Consumers will expect the same level of customer service and attention to detail online as they do in stores, and with about 80 percent of fine jewellery purchases still made in stores in 2025, seamless connectivity between channels will be paramount (Exhibit 1).

Meanwhile, we expect sustainability to play an increasingly important role in buying decisions. Purchases influenced by sustainability practices will triple in the years ahead, presenting an opportunity for the industry to make real, tangible strides toward important environment and social imperatives. To show consumers that they are credible and sincere about driving environmental and social progress, companies will need to establish more traceability and transparency in their supply chains and move beyond the performative marketing that has plagued the industry in the past.

In the premium to ultra-luxury watches industry, a comparatively slower growth rate of 1 to 3 percent per year compared with branded fine jewellery (8 to 12 percent per year) between 2019 and 2025 is a symptom of structural weaknesses that will dominate business agendas in the short to medium term. Shifting consumer demand will require brands to fundamentally rethink their go-to-market strategies. As a result of this and a broader reshuffle of deeply embedded market dynamics, approximately $2.4 billion in revenue will transfer from retailers to watchmakers, as DTC business models take centre stage. This will fundamentally upend the industry’s current structure and require brands to build client-serving capabilities, while multibrand retailers search for new ways to add value.

As brands forge closer relationships with their customers, they will also find opportunities to double-dip in the revenue pool by engaging in pre-owned sales. Driven by younger consumers in addition to collectors and cost-conscious shoppers, as well as an increasingly trustworthy and transparent supply by digital marketplaces, the pre-owned watch market is set to become the industry’s fastest-growing segment, reaching $29 to $32 billion in sales by 2025. With digital pre-owned marketplaces currently dominating, brands must urgently decide how they want to participate.

Finally, established midmarket players, mainly in Switzerland, will be squeezed at both ends—at the bottom by smartwatches, digitally native brands, and fashion players and at the top by a shift in demand to higher-value segments—and will subsequently risk foregoing $2.5 billion in revenue by 2025. Incumbents must breathe new life into both their products and brand narratives if they are to stem this revenue erosion (Exhibit 2).

Six seismic shifts in the fine jewellery and watches industries

The special-edition report presents three seismic shifts for the fine jewellery and premium to ultra-luxury watches industry (Exhibit 3).

The three seismic shifts shaping the fine jewellery industry are as follows:

1. Online magic. Fine jewellery sales are usually associated with bespoke services, quiet environments, and the reassuring presence of an expert close at hand. The challenge of replicating these elements in the online space arguably has slowed the category’s digital growth. That is now starting to change, with online set to account for 18 to 21 percent of the market by 2025. The onus is on brands and retailers, therefore, to create compelling propositions that connect the human—the emotion, customer service, and sense of magic—with the digital screen.

Online has allowed us to broaden demographics, geographics, and attract customers that might not have come to Christie’s before. Rahul Kadakia, Christie’s head of jewellery

2. Buying into brands. To many, the words “fine jewellery” are often synonymous with a Tiffany blue box or a Cartier red box. To others, they conjure up De Beer’s historic “A Diamond Is Forever” marketing campaign. Despite the prominence of these icons, branded jewellery remains the small minority of the market, making up only 20 percent of revenue. But looking forward, brands are on the rise. Branded jewellery will reach 25 to 30 percent of the market in 2025, and the dollars at stake are big—$80 to $100 billion are on the table.

It’s the biggest potential we have right now. Fine jewellery is one of the highest-growth categories we have, if not the highest. Michael Burke, chairman and chief executive of Louis Vuitton

3. Sustainability surge. Fine jewellery purchases influenced by sustainability considerations are poised for dramatic growth. By 2025, an estimated 20 to 30 percent of global jewellery sales will be influenced by sustainably minded consumers. Traditionally seen as a risk-mitigation topic, leaders must now also embrace sustainability to win the trust of younger consumers and carve out a leadership position in a previously slow-to-act industry.

Younger consumers really care about corporate social responsibility. Lelio Gavazza, head of sales and retail at Bulgari

The three seismic shifts shaping the watches industry are as follows:

1. The DTC shakeup. Offline retail has been the life source of the watches industry for decades, with multibrand retailers owning the customer relationship. But as consumers demand to interact more directly with brands and expect better online shopping opportunities and brands aim for higher margins, watchmakers will grow their DTC channels and take control of the customer experience through a dynamic omnichannel approach. This will be a challenge for both brands and retailers, as $2.4 billion in annual revenues are set to transfer from multibrand retailers to brands by 2025.

DTC will be a challenge for a lot of companies. They are not store operators and, perhaps more importantly, they have not historically been consumer-facing, and so need a very different set of skills to manage those direct conversations. Thomas Baillod, cofounder and CEO of B2B watch database Watch Distributors Directory

2. A new era for pre-owned. Once the preserve of private dealers and small-scale retailers, the second-hand watch market is joining the mainstream. Not only that, it is set to become the industry’s fastest-growing segment, reaching $29 to $32 billion of sales by 2025. Brands must work hard to capitalise on this shift, and digital platforms need to sharpen their business models in an increasingly competitive environment.

The market has great potential—if brands with a rich history focus on leveraging pre-owned to showcase their brand’s heritage, you can have an interesting market. Michele Sofisti, ex-CEO of Girard-Perregaux

3. The midmarket squeezed. Amid intense competition from digital-native players, fashion brands, and the fast-growing smartwatch category, the traditional watch midmarket is under rising pressure. Many of the segment’s customers, meanwhile, are “trading up” into the luxury segment. If they do not react now to revitalize their segment, we expect traditional midmarket brands could decline by $2.5 billion in revenues by 2025.

Lower barriers to entry due to a rise in online retailing and digital marketing are favouring the entry segment. Silas Walton, CEO of pre-owned watch platform A Collected Man

While there is little doubt that the market will continue to present tough conditions for both the fine jewellery and premium to ultra-luxury watches industries, the next five years also offer significant opportunities for players to rewrite the rule book across products, distribution models, and engagement strategies. Those that anticipate and embrace the changes in the marketplace can take advantage of the glimmers of light that will exist amid a cloudy recovery period.

Download State of fashion: Watches & jewellery , the full report on which this article is based (PDF–48MB).

Achim Berg is a senior partner in the Frankfurt office; Alexander Thiel is a partner in McKinsey’s Zurich office, where Sabine Becker is an associate partner; and Tyler Harris is an associate partner in the New Jersey office.

The authors wish to thank the entire Business of Fashion team, and in particular: Imran Amed, founder, CEO, and editor in chief; Robb Young, global markets editor; Amanda Dargan, interim head of studio; and Hannah Crump, associate editor for special projects, for their collaboration in developing and delivering the report.

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End-to-End Marketing Strategy of Tanishq | IIDE

By Aditya Shastri

About tanishq.

Tanishq is India’s fastest-growing jewellery company, with a reputation for exceptional craftsmanship, unique designs, and high-quality products. Mr. Xerxes Desai invented the phrase Tanishq by combining the words ‘Tan’ and ‘Nishk,’ which signify the body and gold decoration, respectively. Titan Co. Ltd. owns Tanishq, which is a subsidiary of the parent firm. In the year 1994, the company was established. It began as a collaboration between the Tata Group and the Tamil Nadu Industrial Development Corporation. Tanishq is a high-end brand known for its diamond jewellery. The designs feature a classic appearance. Tanishq began fighting against the family jeweller system after seeing the need for a trustworthy brand in India’s vast jewellery business. With time, other competitors appeared. In the gold jewellery market, it holds a 4% share. 

Marketing Mix of Tanishq

Tanishq’s marketing strategy aids the brand’s/competitive company’s positioning in the market and achievement of its business goals and objectives. Tanishq’s marketing strategy uses the marketing mix framework, which incorporates the 4Ps, to analyze the brand (Product, Price, Place, Promotion). Product innovation, price strategy, and promotion planning are just a few examples of marketing strategies. These Tanishq marketing mix-based business techniques aid the brand’s success.

Let’s begin with the Tanishq Marketing Strategy & Mix to learn about the company’s product, price, promotion, and distribution plans:

1. Product Strategy of Tanishq

Tanishq is under a parent brand Titan and hence it aims to deliver a premium experience for all its consumers. Tanishq makes jewellery and luxury primarily aimed at the higher class and middle-class people, but they have realized that there are different needs and demands amongst all the people. Hence, apart from its sub-brands, it provides a variety of jewels that other companies don’t. Therefore, it makes Tanishq a go-to brand for a variety of jewellery requirements. 

Some of the product it offers includes- 

• Smaller Designs: Tanishq understands the need of its consumers and hence they make premium quality designs for smaller artifacts including – Pendants, Nose Pins, Rings, Ear Rings, and more.
• Assets: Many people in India, prefer to convert their liquid assets (cash) into valuable assets. 
• Big Jewelry: Apart from smaller pendants, Tanishq also takes expertise in making Necklaces, Sets, Bangles, bracelets in different types including – Diamond, Gold, Mixed, and combinations as well. 

Apart from what they offer, Tanishq also emphasizes and how they offer these designs. They take prime importance towards-

• Tradition – Tanishq realizes that being an Indian brand means that they will have to create products for Indians that prioritize Indian designs and textures. Hence, Tanishq pays a lot of attention to modern as well as traditional designs.
• Low price segment – Tanishq has a product for every class. It realizes the proportion that the lower price segment it offers the consumers will increase. Therefore, it maintains a really good balance in offering a variety of price segments.

2. Pricing Strategy of Tanishq

Let’s get it straight, Tanishq offers premium quality products and hence the pricing is also quite expensive. While the company realizes the pricing it offers, it particularly targets the audience that can afford it. While it does offer high tier products to be the only go-to for extremely rich class it also tries to balance the pricing of its low tier products since more audience is available for it. To compete in the market Tansihq practices different methods to do the same. It has adapted, traditional and simplistic designs to portray uniqueness and trustworthy quality. However, the catch is that even if you’re buying a super expensive jewel, or a budget tight earring, the trust, and quality of the product will remain constant. 

Tanishq also offers a smart investment policy for married women and people who want their first gold artifact. It is known as the Golden Harvest Jewellery Purchase Plan. Tanishq maintains a ledger and invites people to deposit an EMI that will become a big amount in the future. Tanishq asks this consumer to use this invested money and buy a related artefact at a discounted price. This initiative helped Tanishq with a lot of sales. 

3. Place Strategy of Tanishq

Tanishq prioritizes sales at retail shops. This is mostly because people mostly prefer purchasing jewels and expensive items offline. The first review and research about their desired item, and finally confirm their purchase and check the quality. Doing the same online raises risks and concerns in each part of the transaction, making the delivery the riskiest part of the process. 

Keeping that in mind, Tanishq has over 350+ retail shops in over 200 states. Spread across India and heavily concentrated towards the Northern, Eastern, and Southern parts of India. While Tanishq has a great variety of ornaments at the showroom itself, customers can visit their website to further explore more variety and find their perfect choice. 

Starting from Chennai, Tanishq first conquered more markets in the southern part of India. And hence, there is a dense availability of Tanishq showrooms all across the southern region. Slowly spreading their reach all over India, Tanishq now exports their products overseas as well. Having such a vast supply chain and dominance over the market, Tanishq nails its distribution strategy that is going upward with each forthcoming year.

4. Promotion Strategy of Tanishq

Tanishq has grown to become one of the parent company’s most well-known brands, thanks to its aggressive marketing strategy. The company has created some stunning marketing campaigns that showcase its items to their full potential while also increasing brand awareness. Electronic media, such as television and radio, print media, such as newspapers, magazines, and billboards, and social media platforms, such as Twitter, YouTube, and Facebook, have all been used to launch advertisements. Tanishq recognizes the value of celebrity endorsement and has enlisted Indian actress Deepika Padukone as its brand ambassador. She will appear in several advertisements to raise favorable brand recognition. As part of their marketing strategy, the Tanishq store was featured in the Hindi film Race. For Hindi films such as Paheli and Jodha Akbar, the business has created jewellery. Tanishq presented Maruti Udyog Limited with 20 crore rupees in gold coins as a gift to Maruti automobile buyers in 1999. Both companies’ sales were boosted as a result of it.

Competitors of Tanishq

The competitors for Tanishq are:

• Reliance Jewellers Company
• Kalyan Jewellers
• PC Jeweller
• Shubh Jewellers

All these jewellers have something in common and that is trust. All of these brands are highly reputed and trusted all over India. Another thing to notice is that amidst a cut tight competition Tanishq still has a reputation among all others and this is major because Tanishq is a branch of Titan .

Marketing Budget of Tanishq

Tanishq is adapting a very creative strategy for its marketing campaigns. One of their sub-branch ‘Mia by Tanishq’ had very crucial and strategic plans for their marketing campaigns. 

In 2017, Tanishq deployed the Rivaah collection which offered a variety of jewellery collections for the needs of different communities. The annual advertising budget was estimated to be around ₹ 200 crores. Fun fact, Rivaah rhymed with Vivaah, and hence, Tanishq aimed to place themselves in a dominant position in the wedding season. 

In 2019, Mia by Tanishq set aside a 65% ad budget for digital marketing along with the plans to launch 20 short campaigns. This idea came after the success of ‘MeInAction’ in 2018 that was launched in an ad film. Mia had already shot over 12 campaigns by this time since they expect a big ROI from these ad series.

Tanishq launched Aprajita, a Durga Puja festival campaign, in October 2020 to capture the eastern Indian market and promote their festive collection. According to Mint, the jewellery brand had spent around ₹ 450 crores on advertising. 

Marketing Strategy of Tanishq

We’ve already talked about how Tanishq is constantly trying to create more presence in the market. It aims to capture a big chunk of the jewellery demand during festive and weddings seasons than before. But in a market like India where a new competitor seems to enter the market almost every day, acquiring a big part of the market is not an easy job. However, using precise planning, support, strategies, and campaigns Tanishq is increasing the capture rate and each year the results have come positive, reflecting an upward growth.

Let us now go over precise details about the strategies laid by Tanishq:

• Trust and Reputation: Tanishq is a name that is known to almost everyone in India. This is possible because of proper marketing and campaigns. But reach only does not fetch customers. While dealing with expensive assets like jewellery, authenticity plays a major role and that is only acquired by having a brand reputation. Since Tansihq comes under Titan comp, as a joint venture by one of the most important companies of India – the Tata group. The other party of this venture is the Govt. of Tamil Nadu which wanted to further invite more opportunities in southern India. 
• Perfectly Spread Chain of Retailers: As of now, there are over 300+ stores active that are placed in strategic locations in the entire country. Individually they contribute to a very big chunk of revenue, single-handedly being a part 40% of the total revenue of Titan. 
• Campaigns and Promotions: From highlighted first-page impressions in newspapers to heart-touching and memorable ad videos, Tanishq’s creative and marketing team always reaches their goals in acquiring an audience and registering the brand’s name in the consumer’s mind. 

Marketing Campaigns of Tanishq

The Marketing Campaigns for Tanishq have been one of the most interesting pieces in the entire media industry. Instead of traditionally displaying just their products, they try to integrate the jewellery in a well-written storyline that often portrays value to the viewer. This way, the watcher will connect to the story and impact him/her making them remember the brand.

Little Big Moments by Tanishq

One of the most recent campaigns of Tanishq includes the ‘Little Big Moments by Tanishq’ wherein, the company tries to reach out to the customers and motivating them to cherish every moment that might be small but is big for their entire lives. 

Tanishq Engagement Rings |#WhenItRingsTrue

In another campaign released in March, Tanishq launched the #WhenItRingsTrue campaign for Tanishq’s engagement rings. The idea of this ad is to influence people to chose a premium ring for the most important part of life. 

A salute to our Doctors | Tanishq

In this particular campaign, apart from promoting a particular product, Tanishq paid tribute to the medical workers and Doctors of the country giving their best amidst a pandemic. Creatives like these increase empathy towards the audience. 

Tanishq has been actively creating ads and creatives like these for the past 3 years, that could be a treat to watch. But for now, these campaigns highlight Tanishq’s marketing campaign planning the best. You can also head over to the official Tanishq’s Youtube channel to watch more of these creatives.

Wrapping up, Tanishq is one of the brands that you can look up to. From their marketing mix strategies to their marketing campaigns, Tanishq has something unique and better to offer. Tanishq stays clear of its competition by already maintaining and further expanding the headstart that they have. Not only that, from being a very fragile company at the start, Tanishq now contributes back to Titan in a great percentage of revenue. From their creative ad campaigns to touch the hearts of customers to their behind-the-scenes of improving lifestyles of their craftsmen. Tanishq has come forward and excelled in every field. The members of the brand, however, have been successful due to their powerful and resolute approach. They have always put their clients first and offered them high-quality products at a reasonable cost. Tanishq is also achieving success in other nations as a result of this mindset, which will help the brand build confidence and introduce additional items with unique designs.

Did you enjoy our work? Are you curious to learn more? For additional information, please visit our website . If you’re interested in Digital Marketing, you may also take Karan Shah’s  Free Digital Marketing Masterclass . Also, do visit our other blogs to read more case studies like this.

Author's Note: My name is Aditya Shastri and I have written this case study with the help of my students from IIDE's online digital marketing courses in India . Practical assignments, case studies & simulations helped the students from this course present this analysis. Building on this practical approach, we are now introducing a new dimension for our online digital marketing course learners - the Campus Immersion Experience. If you found this case study helpful, please feel free to leave a comment below.

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Aditya Shastri

Lead Trainer & Head of Learning & Development at IIDE

Leads the Learning & Development segment at IIDE. He is a Content Marketing Expert and has trained 6000+ students and working professionals on various topics of Digital Marketing. He has been a guest speaker at prominent colleges in India including IIMs...... [Read full bio]

This is one of the most detailed research studies of the marketing strategy of Tanishq that I have ever seen.

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5 Stellar Examples of Successful Jewelry Digital Campaigns

Launchmetrics Content Team Aug 02, 2018

Home / Blogs / Public Relations & Digital PR / 5 Stellar Examples of Successful Jewelry Digital Campaigns

Here we’ll take a look at how five luxury fine jewelry houses are creating emotive, engaging, and buzz-worthy digital campaigns to win over audiences globally.

In this article you’ll learn…

5 Successful Jewelry Digital Campaigns

1. David Yurman

David Yurman is a brand that understands how to market jewelry online using social media. 

For a number of years the brand has been collaborating with popular Instagram influencers — like the bloggers behind Wendy’s Lookbook, Brooklyn Blonde and Atlantic-Pacific — to generate content across the blogosphere and social media. David Yurman also uses Instagram’s social shopping feature to drive sales from directly within the app.

<Pleated and stacked //new post today on Atlantic-Pacific with @davidyurman ❤️> Link in profile! https://liketk.it/2tIDV #liketkit @liketoknow.it #davidyurman #pleated #emerald #holidaystyle A post shared by Blair Eadie / Atlantic-Pacific (@blaireadiebee) on Dec 4, 2017 at 7:29am PST

In 2017 the brand partnered with Elle for the magazine’s first ever branded Facebook livestream . The partnership not only allowed them to reach Elle’s audience of 4.7 million Facebook followers in addition to their own, it also drew on the star power of two Instagram influencer hosts, Erica Hoida and Lucy Hernandez , who had a combined following of more than 880,000 at the time.

{new outfit post} styling some seriously stunning silver jewelry with @DavidYurman. See what makes these pieces so special on FashionedChic.com! (Direct link in bio) #DavidYurman #DYStyle https://liketk.it/2pVUk @liketoknow.it #liketkit A post shared by Erica Hoida • Fashioned|Chic (@fashionedchicstyling) on Dec 20, 2016 at 7:09pm PST

Part of David Yurman’s success is in knowing who to work with. Importantly, the brand only chooses to work with influencers who fit the brand image and appeal to the target audience they’re looking to reach. These influencers help demonstrate to younger customers how the brand’s pieces can be worn and styled. 

2. Van Cleef & Arpels

French jewellery maison Van Cleef & Arpels are famous for their impeccable artistry and century-old heritage. But that doesn’t mean they’ve failed to move with the times. In recent years they’ve embraced digital, using their e-commerce site to immerse users in interactive fantasy worlds custom created for each collection.

Van Cleef & Arpels use their social media accounts to spread the same coherent brand stories and generate excitement with followers. The brand cleverly uses Instagram Stories, for example, to step customers through animated fairytale narratives that not only present the latest collections in a visually-stunning and interactive way, but also to drive followers to their e-commerce platform to continue the experience .

As one of the most well-known high end jewelry brands, Bulgari has long been crafting successful jewelry digital campaigns that draw on style influencers. One of the biggest lessons to take away from Bulgari? That global brands need to adapt their campaigns to different local markets .

Bulgari does this by working with cherry-picked sets of influencers in different geographic segments. In 2015 Bulgari collaborated with Launchmetrics' influencer management platform , Style Coalition , to launch a campaign in North America for which they  tapped three major style bloggers for a Roman holiday, bringing the essence of the Italian luxury house to consumers in the USA. 

Fun this morning with @eatsleepwear @wendyslookbook today shooting with @bulgariofficial! 😍❤️💃💃💃#foreverome A post shared by Jane Aldridge (@seaofshoes) on Aug 28, 2015 at 6:30am PDT

This year the brand has worked with four major Arab influencers — actress  Tara Emad , model  Rym Saidi , and style influencers  Lama Al Akeel and  Fatma Husam — in a dazzling campaign directed at the Arab market.

Obsesssedddddd😍 Bvlgari’s new Serpenti Viper bangles ❤️✨❤️ @bulgariofficial #bvlgarijewellery #serpentiviper #bvlgari #viperbangles A post shared by فاطمة حسام - Fatma Husam (@fa6ma7sam) on Apr 23, 2018 at 6:27am PDT

Bulgari’s social campaigns are always neatly tied together by campaign hashtags as well as brand hashtags, which also incentivizes followers to create content of their own.

4. Buccellati

Buccellati is another high end jewelry brand winning at digital strategy. One of their most interesting recent campaigns was a collaboration with Noonoouri, a virtual influencer with over 86,000 Instagram followers .

Are you ready for an exclusive #Buccellati atelier tour with the lovely @noonoouri? Check out our Instagram stories! #noonoourixbuccellati #Buccellati A post shared by Buccellati (@buccellatimilan) on Jul 18, 2018 at 5:10am PDT

The forward-thinking move was most certainly designed to appeal to the social media generation, for whom a computer-generated fashion icon can be as influential as a real-life one. And because Noonoouri is known for wearing high-end fashion, Buccellati recognised that she was not only buzz-worthy, but also a good fit for the brand .

Buccellati balances out their youthful marketing content with more traditional campaign imagery featuring well-known models and celebrities.

For another clever strategy for marketing jewelry online, look to luxury Italian jeweler Damiani.

As well as posting content across all major social networks and driving sales through their e-boutique, Damiani multiplies their marketing efforts using real-world events . The brand’s prestigious 2017 exhibition at the Palazzo Reale in Milan was a perfect example: Damiani raised the curtains on the event by hosting an exclusive dinner for well-known faces on the fashion scene. Among the guests were Instagram influencers like Eleonora Carisi , Paolo Stella and Candela .

Blending with It. Continuando a sognare. È venerdì ✨✨✨ #PalazzoRealeDreamsDamiani #PalazzoRealeDreamsD #DreamsD @damianiofficial in @rochasofficial Bling Bling ⭐️ A post shared by Candela Pelizza (@candela_________) on Mar 24, 2017 at 1:48am PDT

On top of the buzz generated by the Italian social media muses, Damiani seized the opportunity for user-generated content . All guests attending the exhibition were encouraged to share pictures and videos using specific campaign hashtags.

5 Key Lessons To Take Away

These five successful jewelry digital campaigns can teach us a lot about how to create marketing strategies for online jewelry business. To summarize:

• Work with the right influencers . As we saw with David Yurman, it’s important to identify influencers who fit the brand image and are followed by the right target audience.
• Share brand stories coherently across channels . Between their main site, micro-sites, and social media accounts, Van Cleef & Arpels do this brilliantly.
• Customise campaigns for different markets . For global brands, like Bulgari, each market needs to be addressed based on their unique needs and desires.
• Tap into existing buzz by moving quickly on collaborations that are right for the time. Buccellati recognized the rise of virtual avatars like Noonoouri and jumped on board without hesitation.
• Use real-world events to generate content online . Launch events, exhibitions, openings and red carpets are all opportunities to cross pollinate between real life and the digital world.

Know of any other outstanding examples of luxury houses conquering the digital sphere? Share your thoughts with us in the comments below!

By Launchmetrics Content Team

The Launchmetrics content team is always on the lookout for new trends in the fashion and technology sector. We are geeks with style and lovers of good stories!

Let's talk about it Share with us your experience and opinion on the subjects by filling the form below. Cancel Reply

5 responses > join the discussion... “5 stellar examples of successful jewelry digital campaigns”.

GH November 8, 2019 at 16:28

Great Article!! Thank you!

Julia Cohen November 18, 2019 at 14:49

Thank you for your feedback!

Sheridan Kemplin December 5, 2019 at 19:09

Very well said.

Marie March 30, 2020 at 11:48

How can I improve the branding of my Diamond Jewellery Store in Dubai, Al Anwaar, apart from implementing Influencer marketing?

Julia Cohen March 30, 2020 at 12:10

Hi Marie! Thank you for your comment. There are a number of resources on our blog to help you understand more about building brand value and implementing a solid marketing strategy. I am also happy to connect you with a member of the team, using your email if you would like.

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Eliminating the Purchasing Barriers:

A jewelry marketing case study.

The Challenge: Driving More Online Sales

With the fall and winter jewelry season on the way, Diamond Vendors aimed to use its website to attract new leads and drive sales, while supplementing its existing brick-and-mortar business. Recognizing that its existing website was not creating leads, the company’s leadership team knew it was time to make a change.

Diamond Vendors engaged Brodie Creative, a respected digital marketing agency that had already achieved success transitioning brick-and-mortar retailers to e-commerce driven sales environments. Therefore, Diamond Vendors looked to the historic success of Brodie Creative to deliver them a return on their investment.

The Solution: A Local Approach

The team at Brodie Creative got right to work, looking closely at the digital marketing efforts of emerging jewelry brands in the market—including Blue Nile, James Allen and Ritani, among others. Based on their comprehensive research, the South Florida marketing agency recommended a strategy that would distinguish Diamond Vendors from its competition, focusing on a local campaign strategy targeting potential customers within a 20-mile radius of the company’s brick-and-mortar location in North Miami, Florida. These users would be pushed toward scheduling a product viewing at the store.

Brodie Creative launched the strategy for the fall and winter of 2013, starting with the “grand opening” of Diamond Vendors’ new website.

Thanks to its industry expertise, the Brodie Creative team knew that funneling users to an in-store viewing eliminated a major barrier for customers—the discomfort they often feel when making large, expensive jewelry purchases online. Instead, users could browse Diamond Vendors’ diamond search tool featuring more than 700,000 loose diamonds, and then see products in person before making a decision.

However, this presented another challenge. Brodie Creative implemented wide-ranging analytics to monitor user behavior, and the team quickly noticed that about 30 out of 400 average users each month interacted with the new website, including the diamond search tool. When asked to rate the search tool, a majority gave it a score of 2 out of 5 or lower, and further analysis found that 76 percent of users who made it to the tool did not interact with it in any significant way. Only 14 percent used the tool to compare diamonds, and just 1.5 percent went on to make a purchase.

It was clear the diamond search tool needed to be improved. With only the budget for an advertising campaign, Brodie Creative needed to find a way to make adjustments to the existing tool so that ad spending would drive potential customers to a website they could actually use effectively. The design team needed to determine which features of the search tool created the most value.

Using analytics and heat mapping software, Brodie Creative tracked how users interacted with blog content that educated users on finding the perfect diamond and related topics. The team successfully found which diamond features were most relevant to customers and, leveraging this data, determined the filtering features—such as price, size, cut, clarity, and color—that users would find most helpful. This zoom-in pivot enhanced new user engagement levels to 68 percent—with a truly impressive 8.9 percent of those users making a purchase.

As the campaign launch neared, Brodie Creative conducted keyword research to ensure the improved search tool reached the optimal audience. Finding the most profitable keywords, the South Florida PPC agency was also able to identify how locals searched for diamonds—recognizing, for example, that nearly 70 percent of active searches occurred in November and December ( Search Trends ).

By implementing tactics like search ads, remarketing to previous customers, geo-targeting and demographic targeting, Brodie Creative as able to pinpoint ads toward users who were genuinely interested in diamonds, qualified to purchase and able to visit the store in the near future.

The Results: A Major Return On Investment

The new interactive diamond filter accelerated Diamond Vendors’ lead collection rate by nearly 150 percent, while also helping to prequalify users before they reached the retailer’s sales team. This optimized the sales process, as customers had typically narrowed down their options before entering the store and were more likely to follow through with a purchase.

Pay-per-click advertising efforts became profitable for the retailer within just two weeks after launch, with $400 in ad spend translating into revenue of more than $3,000 in profit. By the time the campaign ended in January 2014, we had achieved a 46 to 1 return on ad spend.

In the long term, the campaign prompted a change in the way Diamond Vendors (now known as Bashert Diamonds ) approached sales. It has since moved away from brick-and-mortar sales entirely, now favoring an e-commerce approach and positioning itself solely as a jewelry company.

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4.3x ROAS for Fast Growth Jewellery Brand

Treaty Jewellery first came to us after being a predominantly wholesale business for the past 10 years, knowing the time was right to really drive more revenue direct to consumer. With sales coming in small waves organically, they needed a team who could create a solid paid social & creative plan to really start scaling them up!

Client Goal: Achieve a ROAS of at least 3x.

What We Did

Firstly our Paid Social and creative strategy team came together to build out our full-funnel approach.

Using Treaty's existing assets & in-house creative resources, we consulted on how they should build their video creatives to convert on Facebook & Instagram Ads .

Whilst working with them, we have achieved:

• 4.3x ROAS, beating their original 3x goal.
• Helped them build a profitable & sustainable B2C business, diversifying them from wholesale.
• 2500% increase in average monthly orders.

Current Status: To this day we still manage all of Treaty Jewellery's paid social activity and thoroughly enjoy working alongside their team.

"We're incredibly happy of the results Social Shepherd have been able to produce, and can't wait for our future growth with them"

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Jewelry Marketing Case Study:

How we used facebook & instagram ads to cut cost per lead by 37%, we recently implemented a 3 step process for one local jewelry retailer that produced a 37% drop in their cost per action to get a new lead..

Local fine jewelry retailers have lots of marketing strategies to choose from including mass media (radio, TV & billboards) and many digital marketing strategies like local SEO, pay per click and social media.

If you had an unlimited marketing budget, you could fund them all properly.

But most people don’t - leaving you with tough choices to make when it comes to how to best allocate your marketing dollars for the best ROI.

So how do you maximize your ROI from digital marketing?

Step 1: Optimize Conversion Strategies

The first step in lowering your cost per lead is to make it as easy as possible for people to engage with your brand..

In the digital marketing world, we call this “conversion optimization”.

For this particular client, we helped them identify several key strategies to improve the number of people taking action we could track which moved them from visitors to engaged leads:

• Live chat & texting on their website
• Increasing the number of Google reviews
• Updating website navigation to make popular content easy to find
• Reviewing mobile usability to improve the overall site experience

Step 2: Better KPI Tracking

The marketing team noticed an immediate difference after making these conversion optimization tweaks..

In fact, their buyer reported several customers came into the store with a picture of a particular ring they saw on a Facebook ad. They sold 4 of those rings in 1 month!

However, while this type of anecdotal evidence is great, the CEO wanted more guidance on exactly which of their marketing strategies was producing the best results. That meant doing a better job of tracking.

We helped them eliminate some popular, but meaningless metrics they had been tracking (such as “Smart Goals” & “Number of Pages Viewed” ). Removing the fluff helped to focus on the trackable metrics which equated into leads.

Their new KPI dashboard includes:

• Website - Add to Cart
• Website - Add to Wishlist
• Contact & Request Appointment Completed Forms
• Phone Calls Tracked by Source

I think every local fine jewelry retailer would agree that these are the kind of metrics you want to track!

Step 3: Streamline Budgets Toward Facebook & Instagram Ads

After creating their new kpi dashboard and filling in the final budget numbers & lead totals, the best performing channel jumped off the page.

Social media - specifically Facebook & Instagram - were producing the lowest cost per lead and highest number of leads from any of their paid digital channels.

Our team manages a full blown ad campaign on both Facebook & Instagram which included:

• Acquiring new likes on Facebook
• Cold audience marketing for website traffic & sales
• Warm audience remarketing for follow up website traffic & sales

We call this unique blend of social media advertising the “ Banded Approach ” because it acquires new customers as well as deepens the relationship with existing customers through careful remarketing.

After implementing this approach and re-directing budget towards Facebook & Instagram Advertising, the numbers got even better:

Takeaways & Final Thoughts

Don’t underestimate the power of mass marketing & running a great business, having a healthy budget for things like radio advertising help with digital marketing numbers in places like organic search & direct traffic. good online reviews also play a big factor., however, when you eliminate the “fluff” from your digital reports, your best performing channel should become clear quickly., then, you can double down on what’s working and eliminate what’s not., request a free strategy session, if you’d like to find out how you can reduce your cost per acquisition and improve the results from your budgets, request a free strategy session today.

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A Case Study: Pandora – What’s in the (marketing) box?

Following the announcement that it achieved sales growth of 15% in 2017, Pandora, the Danish international jewellery manufacturer and retailer, has recently announced that it has targeted annual revenue growth of 7-10% from 2018 through to 2022. To achieve this, Nlis Helander, a Senior Vice-President at Pandora, announced a refined marketing strategy centred around developing each of its rings, earrings, necklaces and pendants segments.

Pandora’s marketing strategy is critical to its on-going success. Here’s how…

Firstly, Pandora is refocussing its marketing approach with an emphasis on creating a tailor-made personal jewellery experience for each individual consumer; a direct response to consistent findings across its customer engagement surveys. What they found, was that a personalised experience is now a must have to develop brand loyalty. Pandora already score highly for their consumer satisfaction survey scores, but there is clear scope for Pandora to further strengthen this by targeting its ‘personal’ jewellery more intelligently with specific customer promotions and more targeted launch campaigns.

Pandora’s new strategy intends “to boost its share in the online and offline market for sustainable leadership in the jewellery industry.” In this regard, Pandora plans to open 200 concept stores every year and grow its e-commerce segment to 10-15% of total revenue by 2022. In doing this, Pandora is clearly moving towards the provision of a worldwide omni-channel service with a heavy emphasis on digital marketing; spending on digital marketing is expected to represent over 60% of its marketing budget by 2022, compared to just 30% today.

Though looking to refine its marketing strategies, Pandora is wise not to lose the essence of its brand in terms of high quality, affordable jewellery collections. For example, its introduction of new collections each year will fit within its existing collections to please its loyal consumer base. In its bid to win new customers, Pandora also plans to utilise new influencers, in particular through Instagram, when launching its new yearly innovative jewellery concepts.

The outlook for Pandora is a promising one and it will certainly be interesting to see how Pandora’s marketing strategies develop.

Keep an eye out for TKM’s sponsored ‘millennial retail insight’ report which assesses the effectiveness of the current retail marketing landscape.

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The young designers disrupting the $368 billion jewellery market

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After Danish jeweller Maria Black completed her four-year goldsmith course in London in 2010, she sold jewellery from an East London market stall every Sunday. “I would haul my suitcase with all my stuff and have to consider how I presented it,” she says from her Copenhagen studio. “I was speaking with people, I saw what they reacted to, what they didn't like. And I understood price points and what was missing from the marketplace.”

Hermès – The Strategy Insights Behind The Iconic Luxury Brand

Hermès International, sometimes also referred to as Hermès of Paris or Hermes, is a French luxury goods manufacturer. It has been consistently ranked as the world’s most valuable luxury brand in different valuation and ranking studies published by leading consultancies. Hermès as a brand enjoys an iconic status in the world of luxury. A combination of rich heritage, exquisite craftsmanship, eye for detail and high levels of quality and professionalism through the entire manufacturing process gives Hermès a position of superiority in the very competitive and ruthless world of luxury.

According to global brand valuation firm Interbrand, Hermès came in 28th amongst the Best Global Brands 2020. With a brand valuation of USD 18.0 billion, it trails behind Louis Vuitton, ranked 17th with a valuation of USD 31.7 billion.

Hermès is not a conglomerate in the real sense of the word and does not own a portfolio of brands like its key competitors, which include LVMH, Richemont and Kering . Currently, the range of products under the Hermès brand name includes leather goods, lifestyle accessories, furniture, fragrances, watches, jewelry, ready-to-wear and saddlery.

The leather goods and saddlery category is the biggest contributor to the company’s revenues (50%), followed by ready-to-wear and accessories (23%), and silk and textiles (9%).

Background of Hermès

Thierry Hermès founded the company in 1837 as a harness workshop in Paris. Originally, his intent was to serve the needs of European noblemen by providing saddles, bridles and other leather riding gear. In the early 20th century, Thierry’s son Charles-Émile Hermès moved the company’s shop to 24 Rue Du Faubourg Saint-Honore in Paris, where it remains to this very day and is the company’s global headquarters.

Gradually, the company’s product offerings expanded through generations. Between 1880 and 1900, it started selling saddlery and introduced its product in retail stores. In 1900, the company started selling the “Haut à Courroies” bag, which was meant for riders to carry their saddles in it. In 1918, Hermès introduced the first leather golf jacket with zipper, made for the then Prince of Wales. In the 1920s, accessories and clothing were introduced into the portfolio. In 1922, the first leather handbags entered the product line. The brand’s travel bags introduced in 1925 were a global success. In the 1930s, Hermès introduced products that have now entered the annals of fashion as icons – the leather Sac à dépêches (renamed as the “Kelly bag” after Grace Kelly) in 1935 and the Hermès carrés (scarves) in 1937. In 1949, the first Hermès silk tie and the first perfume ‘Eau d’ Hermès’ were introduced.

In the 1930s, the company entered the United States with an initial tie-up with the Neiman Marcus department store in New York.

The company’s iconic duc-carriage-with-horse logo and signature orange boxes were introduced in the 1950s. In the 1970s, the company established a watch subsidiary La Montre Hermès in Bienne, Switzerland. The company acquired tableware manufacturers like Puiforcat, Saint Louis and Perigord in the 1980s and consolidated its position in these segments of the luxury market.

The eye of the ultra-premium luxury segment, the “Birkin bag” was introduced in 1984, after a chance conversation between the then CEO Jean-Louis Dumas and actress and singer Jane Birkin on a flight from Paris to London, who articulated to Dumas that she needed a medium-sized bag. Each Birkin costs between USD 12,000 to USD 300,000 and is the exquisite handiwork of a single craftsman, who takes between 18 to 25 hours to complete the job via hand, more if the hide is a delicate crocodile skin. In 2014, an extremely rare Himalayan Nilo crocodile Birkin bag sold for USD 185,000, becoming the second most expensive bag to be sold at auction. Hermès is infamously known to burn imperfect Birkins, showcasing its dedication to the finest quality.

In 1993, the company went public on the Paris Bourse, which for various reasons was considered a strategic move with its own set of weaknesses. Throughout the late 1990s, Hermès extensively followed a strategy of reducing franchise stores, by buying them up, closing quite a significant many and by opening more company-operated stores. As of 2019, Hermès operates 311 stores globally, out of which 223 were directly owned and operated by the company.

In 1976, Hermès entered into an arrangement with British luxury shoemaker John Lobb, wherein it was allowed to use its name in return for extending the distribution reach of the brand. In 1999, in one of its first non-brand moves, Hermès bought a 35 percent stake in the Jean-Paul Gaultier fashion house.

Over a period of time, the company has extended its reputation by entering into strategic collaborations with specific players and also its suppliers in the ultra-luxury segment. These include:

• Setting up a joint venture with Faubourg Italia, in which Hermès holds a 60 percent share, to extend reach into the premium home furnishings segment (upholstery fabrics and wallpapers)
• Holding a 30 percent share in J3L, an old French supplier of metal parts to the company
• Holding a 39.5 percent stake in Perrin & Fils, which is a specialist textile weaver in a variety of categories, which include lingerie, furnishing fabrics, ready-to-wear and accessories
• Holding a 25 percent stake in Vaucher, which is a manufacturer and supplier of movement parts for high-end precision watches
• Acquiring a 40 percent stake in Bettina, a long-standing partner of the company who specializes in production of twillaine

Today, the brand operates 311 stores globally across the U.S., Russia and Asia and has over 15,000 employees. It is one of the largest and most admired luxury makers in the world with revenues of over USD 8.3 billion and profits of over USD 1.8 billion as at 2019. The stellar performance of the brand throughout its 183-year history is largely credited to its drive for strategic consistency, combining excellent creativity with craftsmanship as well as an unrelenting focus on the long-term against short-term benefits.

Hermes’ brand philosophy

The Hermès’ brand philosophy can possibly be summarised by a single sentence quote from former CEO Jean-Louis Dumas – “We don’t have a policy of image, we have a policy of product”.

The brand philosophy is deeply entrenched in the platforms of “quality” and “refinement”. It is for these very principles that the brand has always shunned mass production, manufacturing lines and outsourcing. According to Hermès, each and every product coming out under the brand’s name should reflect the hard work put into it by the artisan. Till today, Creative Director Pierre-Alexis Dumas signs off on every single Hermès product before it leaves the workshop, showing the company’s unwavering commitment to the highest quality. According to current CEO Axel Dumas, the main strength of the Hermès brand is the love for craftsmanship. This is further eschewed by Pierre-Alexis Dumas, who was quoted saying “I think Hermès objects are desirable because they reconnect people to their humanity… Our customer feels the presence of the person who crafted the object, while at the same time the object brings him back to his own sensitivity, because it gives him pleasure through his senses”.

The most critical aspect is that these principles around the brand have remained firm in the company’s evolution in its close to 183-year-old history. The ownership, management and leadership of the company have passed through multiple generations of the Hermès family, but the principles of the Hermès brand have never been diluted. All Hermès products are made almost entirely in France in workshops (Ateliers Hermès), which places a strong emphasis on quality. Also, Hermès’ claims, in line with the comments from its CEO and Creative Director, that each product is entirely manufactured by hand by only one craftsman, signifies the quality of craftsmanship and uniqueness of its products. For example, its silk scarves are only made from silk produced by Hermès farms in Brazil.

The driving force behind the platforms of quality and uniqueness is the intense desire of Hermès as a company to remain exclusive. The aura of exclusivity is important for the company because it does not intend to portray the brand and its products as mass-market luxury or even premium luxury. The philosophy and aim has always been to remain “ultra-premium luxury”, which can only be afforded by the very few and is not easily available.

In line with these brand philosophies, the company does not have a marketing department. The two core drivers of the company’s business engine are intuition and creativity. It is claimed that everyone in Hermès is responsible for marketing.

Hermes’ brand strategy

According to the company’s annual report, Hermès products are split into the following categories – leather goods and saddlery, men’s and women’s ready-to-wear and accessories (including footwear, belts, gloves, hats, etc.), silks and textiles, fragrances, watches, and other products (including jewelry, furniture, home accessories and furnishing, tableware, and sporting accessories). The company’s brand strategy is consistent across each and every one of these product categories in which it has a presence.

The strategy that the company follows and adopts ensures the aura of exclusivity remains tightly woven around its products. The Hermès strategy, as illustrated by the examples below, revolves around its 6 values: Spirit of conquest, creativity, craftsmanship, quality, authenticity, and independence:

Spirit of Conquest (entrepreneurship): Store managers are responsible for their own store collections and are offered the freedom of purchase to meet specific needs of their customers. Twice a year, 1,000 store representatives from its global stores come to Paris for an event called “Podium”. Each flagship is instructed to pick at least one item from product categories beyond the common ones (handbags, scarves, ties, fragrances, watches), which is an attempt by the company to push every flagship store to showcase and sell complementary products. This adds to the allure of the Hermès brand as not all products are available in each store and the online store only offers a selection of the company’s products.

Creativity: Every year, designers are provided with a theme to create their products and designs on. The theme for 2019 was “in the pursuit of dreams”. In addition, collaborations with designers are a mainstay of the company’s creative pillar, especially in the home furnishings category. The objective is for both the designer and the company to benefit from each other’s creative collaborations and reputations.

Craftsmanship: There is a mandatory 2-year training for a craftsman before he or she can start working on putting together any leather product in the Hermès portfolio. This slows down production time but the company’s philosophy has always been to maintain scarcity and exclusivity. Hermès’ leather goods division hires only 200 craftsmen a year. This practice has been in place across the company’s six generations of craftsmen.

Quality: Hermès has introduced “patience” as a very strong principle and element in its strategy to achieve the highest quality in its production. Customers cannot expect to walk into a store and walk out with a Birkin bag. Instead, one has to place an order and wait for a few months before it is ready. Instead of rationing high demand by price like normal economic law dictates, Hermès rations by queue. It is often debated by economists that the queue for Hermès bags creates surplus demand which overflows into other Hermès “consolation” products like wallets and belts. In addition, all new employees and artisans are carefully selected and go through a three-day in-house training session called “Inside the Orange Box” that traces the company’s origins back to its founders and the history of development of each of its product categories. The objective of this training is to make every Hermès employee feel close, involved in, and identify with the company’s culture, philosophy and values, hence demonstrating the company’s dedication to the quality of its brand and legacy.

Authenticity: Hermès does not look at celebrity endorsements as a brand-building tactic and has actively stayed away from this form of marketing (a practice that is quite common in the LVMH brand stables). The very fact that only A-list celebrities and the ultra-wealthy can afford and get access to their most premium and exclusive products is an authentic endorsement of the brand. Hermès also does not follow strategies of launching region-specific collections or product offers, allowing the same product collections to be sold everywhere in the world. Additionally, Hermès has always been a significant proponent and user of the “limited edition” strategy and also limits distribution of its products in its stores, demonstrating its commitment to showcasing only the most authentic products. Hermès products are also never offered on discounts.

Independence: Hermès has always asserted its independence in its shareholding structure and family ownership. By doing so, it is able to retain most of its production within France and serve its long-term vision.

Former CEO Patrick Thomas, only the second individual outside the Hermès family to have run the company, once commented, “The luxury industry is built on a paradox: the more desirable the brand becomes, the more it sells but the more it sells, the less desirable it becomes”. His comment entirely encapsulates the strategy of exclusivity and scarcity that Hermès follows for its brand.

Hermès also follows a continued tradition of innovation in the ultra-luxury segment. From its early years of inception to the most recent times, the company manufactures and launches exclusive products that increases the allure of the brand and strengthens its position as an object of significant desire among its ultra-rich customer base. During the 1970s, new materials like polyester and plastic started to be in fashion, which prompted Hermès to develop new items in a bid to win over consumers. In 1979, a French advertising campaign featured a young lady with a Hermès scarf, which sparked huge global interest in the company’s scarves that lasts till today. By the 1990s, Hermès was offering over 30,000 products.

In 2014, the company’s new launches across different product categories included the Oxer bag, the Nautilus pen, the Faubourg watch, the Third Haute Bijouterie collection, the La Parfum de la Maison, the H-Deco tea and dessert service and the Lighting collection. In 2015, continuing with its tradition of offering something new and expanding the definition of luxury, Hermès collaborated with Apple in a new collection called Apple Watch Hermès. The new collection has been categorised as a true collaborative effort with each watch engraved with the Hermès signature, typeface customizable to the famous Hermès orange and its three exclusive dials paying respect to Hermès’ watch face designs. It also launched a new menswear website called Le MANifeste d’Hermès, which aims to act as a guide for men’s styling needs. This website has been termed by GQ magazine as having the ability to revolutionize e-commerce.

In 2016, Hermès launched its first Hermès Innovation Lab in Leeds, Yorkshire UK to implement emerging technologies including self-tracking parcels and intelligent delivery using location-based services. In 2020, it launched its second Innovation Lab in its New York store, fully constructed from sustainable materials and showcasing its efforts in sustainable design, including a wooden iteration of the iconic Kelly Bag.

Hermès regularly goes back to its roots when it needs to find inspiration for creating and launching new products. “Heritage” is one of the strongest differentiators of the core brand identity of Hermès. The following recent examples illustrate this process beautifully:

• The Ring bag created in 1958 inspired the new Icon belt, which was launched in 2014. Along similar lines, the Piano belt (launched in 2014) is a re-edition of the 1954 model but with a more retro look. This rich source of inspiration comes from the Hermès Conservatory of Creations, which is an internal museum that stores every model created by the company for each product collection
• Creations across product categories also regularly come together in new product offerings. In 2014, a piece of jewelry called the Mini-Dog buckle became a part of the Irving moccasin shoe
• Existing classics are also extended into new product lines. In 2014, two classic scarves (Ex-libris and Peuple du vent) were extended to cowgirl bandana sizes to emulate the great American West tradition
• In jewelry, the newly launched Sangles Hermès line seeks to honor the company’s legacy horse harness making traditions and jewelry know-how in chain making

This intense focus on innovation within the company has also resulted in Hermès discovering new avenues for brand growth and for widening the brand’s influence in the ultra-luxury segment. A very relevant example is the new project titled as “Petit H”. The word immediately brings out connotations of “mini” versions of Hermès products, but in reality it is something different altogether. Hermès Petit H is the company’s endeavor to encourage “luxurious recycling” of raw materials that are leftovers of building Hermès products. The project is now taken shape as a new product category within Hermès, also referred to as a new “atelier”. Leftovers of manufacturing process of other products are now being crafted into unique and ultra-luxurious products under the Hermès Petit H collection.

Products created via the Petit H initiative travel around the world and are put up for temporary sale in different stores. For example, in 2014, the Petit H collection was available for sale in one store in California and one in Taiwan.

In 2015, Hermès announced that it would focus on exploring and wandering, and reflect these experiences in its brand. It opened the Wanderland exhibition that ran in London, with the exhibition moving on to Paris, Turin and China. The theme of these exhibition is flânerie, which is defined as wandering the city streets and absorbing the details of everyday life. The Wanderland exhibitions have multiple floors with bizarre themed rooms that contain exhibits from the Hermès archive.

Hermès has a huge, expanding and profitable service category of working towards bespoke requests of ultra-rich individuals. The work under this category is done through the Hermès Horizons brand name. Essentially, the deliverables revolve around specific bespoke requests of creating an object from scratch, sheathing an object from an existing Hermès collection or entire fittings or upholstery work for cars, planes and yachts. This is a clever strategy of extending the visibility and influence of the brand and also entrenching it in the lifestyle of the rich and famous.

Another very strong and distinctive element of Hermès brand strategy is the concept of collaboration. In the continuation of a strategy that was adopted by the first generation of the founding family, Hermès regularly invites artists (carefully selected by senior Hermès artistic directors) to design iconic products in the company’s portfolio. The collaborations that are done for the iconic scarf are under the brand name of Hermès Editeur, which in simple words stands for special editions of the Hermès scarf. Collaborations are not limited only to scarfs but also occur in other product categories and within portfolios.

The company’s collaborations with brands outside the Hermès brand portfolio are consistently in the ultra-luxury space – John Lobb shoes and boots, Puiforcat tableware and dinnerware and Saint Louis glassware. In 2010, Hermès partnered with Bugatti Veyron to create the Bugatti Veyron Fbg par Hermès sports car which was completely outfitted with leather by the skilled leather artisans of Hermès. At USD 2.1 million, it was one of the most expensive cars in the world. In 2011, it also partnered with Eurocopter to design a USD 8 million helicopter.

The overall structure and positioning of the product portfolio under the Hermès brand name is a classical umbrella branding strategy. Even though every one of the products in all the categories have distinctive names, the overall Hermès name forms the core of all marketing and communication strategies. The only product that can arguably stand on its own without the Hermès name endorsement is the eponymous Birkin bag. The key strategic element of Hermès brand strategy is to maintain the aura of exclusivity and scarcity.

Hermes’ family business strategy

As one of most prolific family businesses in the luxury sector, it is no easy feat for Hermès to have reined successful across 6 generations since 1837:

• First generation owner and founder Thierry Hermès built a strong reputation for the company as a high-quality saddlery maker using the functional and decorative “saddle stitch”
• Second generation owner: In the 1870s, Thierry passed on the business to his son Emile-Charles Hermès, who moved the business to the rue du Faubourg St. Honoré
• Third generation owner: In 1922, Emile-Charles sold his stake to his son, Emile-Maurice Hermès, who began to diversify into travel- and sport-related leather goods and launched ready-to-wear clothing, watches and gloves
• Fourth generation owner: In the 1930s, Emile-Maurice passed the family business on to his son-in-law, Robert Dumas, who produced the first Hermès scarf
• Fifth generation owner: In 1978, the company was succeeded by Robert Dumas’ fourth son Jean-Louis Dumas after his death. With experience working as a buyer for competitors, Jean-Louis Dumas transformed the business into an international luxury retailer, making the company public in 1993 and turning annual revenues from USD 82 million to USD 2 billion
• Sixth generation owner: In 2010, Jean-Louis Dumas handed over the reins to his son and current Creative Director Pierre-Alexis Dumas, after his death. Jean-Louis Dumas’ nephew, Axel Dumas was appointed as CEO in 2014.

The long-term success of family firms is not a given. Complexities arise when ownership, management and family roles overlap, which is a unique characteristic of family businesses. Some of the defining characteristics which have contributed to Hermès’ success across six generations include:

Strong family ownership: The Hermès’ family business is run on the principle of a democratic monarchy, which means that leadership and management is closely tied to the family body with board of directors composed mostly of family members across the 3 lines (Dumas, Puech, Guerrand). To keep ownership and influence within the family, a 75% majority is also required to change the company statutes or the CEO.

Strong values: The family believes that the family has obligations which are part of the family culture and ethic. Some of its values include respect for people and nature, and respect for new ideas, which spurs its culture of innovation.

Strong family pride: All family members who work in Hermès have a very strong identification and pride with the brand, with a remarkable dedication to quality and giving his or her best to preserve the family heritage. Additionally, all members of the next generation are immersed in the company from a young age through organized tours to subsidiaries and suppliers.

Strong financial structure: For Hermès, going public increased the company’s’ financial stability while still enabling a strong family influence. In addition, it adheres to the principle of self-financing, resulting in a 15% profit reinvestment back into the company annually.

Hermès brand communication

Brand communication and marketing strategies of Hermès always remain consistent with the principles of “heritage” and “exclusivity” of the company. Marketing campaigns celebrate the Hermès lifestyle and do not aim to directly sell products from the various ateliers. The company also sponsors events that have a direct fit with the image and the legacy of the company. In addition to these, Hermès uses strategic collaborations with independent artists and designers to raise visibility of its products. The primary aim of collaborations is to strengthen the aura of exclusivity around specific product portfolios. This is done through the classic “limited edition” strategy, but in the case of Hermès, it puts a higher degree of exclusivity to the portfolio, because Hermès products in themselves are exclusive.

In sync with the company’s heritage and association with horses (and the fact that the company was founded as a saddlery manufacturer), Hermès sponsors lots of horse racing events around the world. In the beginning of 2014, it became the official sponsor of the US Show Jumping Team. The company’s flagship event in the equestrian world is the annual Saut Hermès show-jumping competition held in Paris. Hermès has been organizing and managing this event on its own since 2010 and uses it as an avenue to showcase its fine leather products and its longstanding association with horses. It is also a visibility-generating avenue for Hermès among the very affluent audience of such events.

In terms of marketing and communication, Hermès is considered to be a very innovative organization. In Forbes 2014 List of 100 Most Innovative Companies, Hermès came in at number 13. In the Forbes 2020 List, it dropped to number 29, but was the only luxury brand in the Top 30. It has been using content marketing and social media platforms in a highly engaging manner in all its marketing and communication campaigns.

A very recent example is the online pop-up virtual store dedicated to the brand’s silk squares, shawls, twills, scarves and stoles. Created in partnership with AKQA, lamaisondescarres.com resembles a grand house with intricate interiors, diverse characters and creatures. The website allows visitors to explore different rooms of the virtual house, which contains more than 600 models of Hermès signature silks, all of which can be clicked and purchased.

Hermès has shown ingenuity in leveraging the power of social media. There are two apps it has developed – one is called Silk Knots, which essentially is a how-to-guide that teaches how to tie the brand’s scarves in 24 different ways. The second one is called Parcel Manager, which provides online shoppers with increased visibility over their shipments, and more choice and control over how they receive their parcels.

It invests significantly on TV, print, online video and online visuals to promote different collections at different times of the year. It also invests selectively in mobile advertising to target affluent readers of different publications that carries its print ads. It is also known to use humour and comical situations in its advertising, which are clever ways of showcasing its products. In 2014, it released an online video ad campaign that used comical handshakes to showcase its 2014 gloves collection. Previously, it marketed its racetrack inspired porcelain tableware line Rallye 24 by integrating the line into an online game.

The legendary “Hermès windows” have always been a very strong visual and larger-than-life platform for showcasing the brand’s exquisite styling and craftsmanship heritage. The windows pop up at periodic intervals at different Hermès stores globally. The windows are considered to be the company’s homage to its craftsmen. According to Pierre-Alexis Dumas, the Hermès windows are like a portal into the culture of the company. Dumas is proud to have Leïla Menchari, the brand’s longstanding window designer from 1978 – 2013 design window art for the brand. During these 35 years, 136 elaborate fantasies were created with products designed specifically for the windows, of which nothing in the window was for sale. The windows are also considered to be the original progenitors of the art of communication developed within the company, a “small theatre where each role must be played well”.

Hermes’ Challenges

Continuous takeover interest from LVMH:  The biggest challenge that Hermès has faced to its independent existence is the continued interest of rival luxury fashion house LVMH in its fortunes. LVMH quietly built up a stake of 17 percent in Hermès between 2002 and 2010. This led to a highly acrimonious and long legal dispute between the conglomerate and Hermès. As a result, LVMH had to pay a fine of USD 11 million and sell down its 23% stake to 8.5% for flouting public disclosure requirements. By 2017, LVMH had sold most of its shares in Hermès in order to take complete ownership of luxury brand Christian Dior. As a company, Hermès has fiercely protected the company’s integrity and independence from this continual threat from LVMH, as seen from its setting up of a private holding company which has the first right of refusal when a family member decides to sell shares – ending any possibility of a takeover from LVMH.

In 2011, more than 50 descendants of Thierry Hermès pooled their shares into a co-operative called H51, which was valued at USD 16 billion. These descendants, who in total held 50.2 percent of company’s shares, contractually agreed not to sell any shares for the next two decades. Additionally, two fifth generation family members, Bertrand Puech and Nicolas Puech, kept their shares outside the co-operative but also held out against LVMH, by granting other family members the right of first refusal if they ever decided to sell their shares. This collaborative, cohesive and united stand taken by the family members signify the importance they place on Hermès remaining and operating independently (the Hermès share value rose by 30 percent during the time LVMH was quietly accumulating shares).

Succeeding in China: Like any other luxury player, Hermès takes the opportunity that China presents very seriously. But, unlike others, it has adopted a very patient approach towards targeting the luxury market in China. Although it entered China in 1997 and quickly grew its network to 28 stores covering 19 Chinese cities, the company has taken a carefully considered decision of not opening more than one store per year from 2015.

Hermès strategy for China is innovative but also risky. It plans to use its new stores to put forward the whole Hermès brand experience in front of the Chinese consumer. The latest flagship store that opened in Shanghai in 2014 (Hermès maison) is designed like a house, has craftsmen situated on different floors actually creating products and has a museum like feel to showcase the brand’s rich legacy. In addition to retail level experiences, the company is trying to forge a link with China’s rich tradition of craftsmanship to increase the brand’s appeal in the country. The adopted strategy is built on the principles of patience that is required for craftsmen to manufacture exquisite products, and is diametrically opposite to the fast-paced, quick gratification and shopping mall driven culture that exists in Asia.

The strategy is risky from the point of view of accessibility and exposure to the products and brands from rival fashion conglomerates (LVMH, Kering and Richemont). Also, the Chinese luxury consumer is extremely well travelled and is regularly exposed to global luxury trends. In that sense, they are used to and are one step ahead of luxury offerings in their country. To instill a sense of patience and appreciation for the aura of exclusivity and scarcity can be a challenging task for Hermès.

But, the company has also adopted an interesting parallel strategy to expand its thinking and philosophy behind luxury manufacturing and marketing in China. In 2012, it put its brand and marketing muscle behind the launch of Shang Xia , its Chinese luxury brand. Jiang Qiong’er, Shang Xia’s founder, strongly believes in the tradition of Chinese craftsmanship. This was the key connection between her and the then Hermès CEO Patrick Thomas, which eventually led to the collaboration and the launch in China. But Hermès has been careful in not allowing the Shang Xia brand to dilute its own brand identity in China. Current CEO Axel Dumas has been quoted as describing Shang Xia as a “small baby”. Even for Shang Xia, Hermès has adopted a longer watching strategy, with the brand expected to generate profits only in 2016.

Another advantage that Hermès has in China is the subdued, underplayed and highly exclusive positioning of its brand and the products. This matches seamlessly with the current government-led crackdown on ostentatious display of wealth, bling and logos. The Hermès brand, due to its tradition and strategy of carefully controlling distribution, no overt displays of any logos and the complete absence of any form of celebrity endorsement, is well placed to appeal to the changing definitions and perceptions of luxury among the Chinese consumer.

But again, preferences and needs for luxury can quickly shift among Chinese consumers. Hermès strategy of introducing “patience” as an element in the acquisition of its products, can either work for or against the company’s fortunes in one of the world’s biggest luxury markets.

Strengthening the Hermès brand equity beyond leather and silk:  Hermès as a brand is known for its heritage, craftsmanship and exclusivity in the domain of ultra-luxury leather and silk products. Although the Hermès brand exists and offers products beyond leather and silk, the brand equity in some of these other product categories is not that strong.

A relevant example would be of the watchmaking division – La Montre Hermès, with a 90-year brand history. According to the watchmaking divisions’ newly appointed CEO Guillaume de Seynes, the division is a small métier with great potential. In his own words, there are two potential definitions of the watchmaking division’s success – “qualitative growth we can be proud of and in which we are both Hermès and watchmaker” and “the day when clients unhesitatingly compare Hermès with big established watchmaking brands, we will have succeeded”. The fact that it is going to be a slow journey for the watchmaking division to establish itself is reflected in its sales history up to date. In 2019, the division contributed just 3 percent of the brand’s total revenue.

The same can be said about some of the other product categories in which Hermès has a presence. Although categories like perfumes and jewelry are growing in terms of sales and revenue contribution to the overall Hermès portfolio, they are yet to reach the levels of the leather and saddlery products division success. Diversification is an important strategy for a luxury house to hedge against cyclical downturns in specific categories, fluctuating consumer demand, wider economic, social and political factors and shifting consumer needs and preferences. The challenge for Hermès in adopting and implementing a diversification strategy is the inherent nature of its exclusivity-marketing model.

In addition, it has been 36 years since Hermès had launched the iconic Birkin bag. It is a question of whether the brand can launch yet another similar iconic bag, in order to preserve exclusivity and mystique over the Birkin and to sustain brand ardour amongst its fans.

From a luxury house’s perspective, decline in demand for specific product categories should be mitigated by upturns in other product categories. Limiting distribution and adopting a model of scarcity can work against this. In the case of Hermès, this is especially true for categories like accessories, watchmaking and men’s and women’s wear. Hermès need to be selective about the marketing model it adopts across different product categories.

Conclusion: The Hermès brand is and will continue to be ultra-luxury

Hermès is an ultra-luxury success story, without any doubt. With limited distribution, exclusivity and controlled marketing, the overall company and many of its product categories have regularly registered double-digit growth rates year-on-year. This is a true reflection of the Hermès brand strength among the highly affluent segments of the global population. The company has successfully kept alive and strengthened a brand differentiated through strong history, exquisite craftsmanship and superior quality. The fact that it is considered to be the most innovative among all the luxury fashion houses is a testament to the company’s commitment to constantly manufacture and launch ultra-luxury products that are unique, have a strong sense of allure and have a distinct mark of superior craftsmanship.

The company’s future looks secure in the hands of a committed and disciplined group of family scions, but it needs to constantly evolve and differentiate to maintain its superior position in the ultra-luxury segment of the market through leveraging the power of its family brand as an icon of legacy, authenticity and prestige.

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Case Study 2: Tanishq: Bringing Jewellery to Daily Life

• First Online: 04 May 2017

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• Atanu Adhikari 3 ,
• Ramesh Kumar Sankaran 4 &
• Trupti Karkhanis 5  

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Tanishq the leading jewellery brand from Titan, a TATA group company is contemplating the introduction of Mia, the everyday wear jewellery collection focussed on the working women. This offering had its genesis from the earlier offering of 9 to 5 collection and everyday collection. Tanishq has identified that currently the choices of wearable everyday jewellery for the five million working women in India is limited and hence this gap is an opportunity to be tapped. However the challenges of attracting working women are high. Tanishq has to decide on the marketing mix for this offering that will effectively attract this sizeable segment for buying the Mia collection. The case provides an apt simulation of the Indian multinational company who struggles with the challenges posed by the business environment while launching a new product that will compete in the traditional market. In the executive programs the discussion may also lead to business strategy and issues related to the product positioning for a new product, channel selection, pricing of the product and customer segmentation. The case is structured to achieve the following objectives. (1) to understand the challenges of branded player face when it brings a Luxury product for daily consumption, (2) to understand the rationale for segmentation, targeting and positioning for the new offering of Mia from Tanishq, (3) to understand possible effects of cannibalization of Tanishq’s existing product w.r.t marketing channel, and (4) to understand the concept of experience marketing in an emerging country.

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Teaching Note: Case 2: Tanishq: Bringing Jewellery to Daily Life

Case Study 6: Junglee.com: Amazon’s Entry in India

Understanding the Culture of Consuming Pre-owned Luxury

www.tanishq.com accessed 5th January 2014.

Source: www.titan.com accessed 5th January 2014.

http://www.ibef.org/industry/gemsjewellery.aspx accessed 5th January 2014.

Indian Women 2010, Juxt report.

Watch television commercials on https://www.youtube.com/watch?v=0UlGjPDo9iE , https://www.youtube.com/watch?v=BOQn7sWu0wg

Hosur is a town in Southern India and Dehradun is a town in Northern India.

Watch https://www.youtube.com/watch?v=k4Vgr8BRWw0

Watch https://www.youtube.com/watch?v=kGm9qFrdUgI

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These all are Tier I cities in India having a million plus population.

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Adhikari, A., Sankaran, R.K., Karkhanis, T. (2017). Case Study 2: Tanishq: Bringing Jewellery to Daily Life. In: Adhikari, A., Roy, S. (eds) Strategic Marketing Cases in Emerging Markets. Springer, Cham. https://doi.org/10.1007/978-3-319-51545-8_2

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Home » Business Strategy of Tanishq [Case Study]

Business Strategy of Tanishq [Case Study]

Tanishq is one of the most incredible brands in Indian business history. In the past 20 years, the stock price of its parent company Titan has shot up by not 10% not 20% but 33,000% going from just 7.11 rupees to 2700 rupees. A mere 10,000 rupees invested in titan 20 years back would be worth a minimum of 35 lakh rupees now.

Although Titan has a lot of brands under its canopy the jewelry division alone accounts for 75% of its total business. As of 2021, Tanishq generated a net sales of 20,600 crores. And today it is one of the biggest jewelry sellers in the country.

The question is:-

• How did Titan turn Tanishq into such a huge brand?
• What were the business strategies that enabled them to disrupt the orthodox gold market of India?
• What are the lessons that we need to learn from this case study?

Table of Contents

Story of Tanishq

This is a story that dates back to the late 1980s. By this time it had been four to five years since the Titan brand had started and as we saw from the Titan article Mr. Desai and his team had built an incredible company for the Tatas in Tamil Nadu.

After cementing Titan’s position in India in the 1990s Mr. Xerxes wanted to take Titan to the European markets. However, this proposition did not take off at all.

Because the European watch market was crowded at all levels at the lower end they had local brands, in the middle they had Japanese companies like Seco, and then at the top, they had swiss brands. So while sales of west Asia and Asia pacific were good the Europ business was incurring losses. And eventually, that division had to be shut down.

But, suddenly Titan decided to sell jewelry in Europe.

Now the question is:-

Why would a watch company suddenly start selling jewelry and that too in Europe?

How Titan started selling jewelry

Well, that is because something crazy happened in the middle east during that time. The United States had recently invaded Iraq over Saddam Hussein’s invasion of Kuwait. In the build-up of the invasion, Iraq and Kuwait had been producing a combined 4.3 million barrels of oil a day.

But when the war tensions started rising. It led to the 1990s oil shock. Wherein the price of oil shot up from just 21 dollars per barrel at the end of July to 46 dollars per barrel in mid-October. And this put nations all across the world in deep deep trouble.

In the case of India, since India imported oil and paid for it in dollars or forex, the high prices caused a significant burden on our forex resources by June 1991.

India had less than one billion dollars of foreign reserves left which was just enough for three weeks of inputs. This was a situation even after substantial borrowing from the IMF. So during this time, any company that wanted forex had to generate it completely by itself. In simple words, India said if you’re a businessman who wants dollars don’t come to India for exchange because we need to buy oil. If you want to do any kind of import earn or borrow dollars from someone else and then spend it completely by yourself.

Now in the case of Titan, they needed dollars to import their watch components so they started swelling jewelry with the goal that they would make and sell jewelry in Europe earn forex then use the money to import watch components then use those components to make more watches in India and then sell them all across the world.

But this is when liberalization came into effect in India in 1991. As a result, India’s I.T. companies like Infosys and Wipro started bringing an enormous amount of forex. Eventually, the oil shop faded away and Titan started focusing on the Indian market under a different brand name.

This is how another iconic Indian brand was born which we all know today as  Tanishq .

Why Mr. Desai and the team pursue the jewelry market in India

The reason was that while visiting a jewelry exhibition at the Taj Hotel they made three important observations.

• The Indian household was extremely passionate about jewelry because it was an investment and not an expense and even an orthodox family did not mind spending tens of thousands of rupees on jewelry.
• But secondly, the jewelry designs in India were extremely mediocre and the purity of gold was quite questionable this was because impurity was a very good way for the local jewelers to expand their margins and make a ton of profits.
• In spite of having such an enormous demand and a customer lifetime value in lakhs, the margins in gold were extremely high because of both appreciation in value and more importantly because of cheap labor.

This is what propelled Titan to enter the jewelry business.

Now by the look of it considering the fact that Titan had the cash for the Tatas and the expertise to get world-class tech. It looks as if it must have been easy to crack the jewelry market of India. Well not really in fact Tanish in the initial few years was a loss-making unit and at one point in time the condition was so bad that they were in talks of selling it off. This happened because of two major reasons.

• The Indian jewelry market was very very strongly established with unorganized players why because the only jeweler’s Indian families trusted were the local family jewelers. I say local and family because if you ask your parents they’ll tell you that even your grandparents and their siblings bought from the same jeweler.
• Then 22 karat gold was the de facto standard. This is where you’ve got a product with 91.6% percent gold and 8.4% alloys. But Titan started out with 18-karat jewelry. This was because the 18-karat was sturdier would not get scratched easily and would give a firmer grip to the gems and stones. This way they could focus on innovative designs with started jewelry.

But in India back then and even today design was secondary and proportion of gold was primary. Why, because gold for Indians was an investment and not just a piece of jewelry. So, the weight of gold, the weight of diamonds, making charges, and appreciation value all of it mattered to the Indian buyers and they didn’t mind a simple design as long as it had more gold.

This is when Mr. Xerxes and his team decided to introspect Tanishq very very closely. So, immediately the pricing system was changed. The price tags now display the gold and the gem details that explain the price of each product to the customers and overall the focus shifted from design to purity and value.

Karatmeter (Game changer for Tanishq)

Tanishq made a game-changing investment into something called the Karatmeter. This investment completely changed Titan’s game forever. To tell you about it most families in India trusted one family jeweler who had been selling them gold and other jewelers for 20-30 long years.

But at the same time Tanishq understood that these jewellers were adulterating the products by a large extent and that a common man can not actually differentiate these intricacies. This is also something that you cannot just tackle with marketing campaigns.

This is where the Karatmeter came in. Karatmeter was an important machine from Switzerland that actually used spectroscopy to measure the purity of gold. This machine was installed in all Tanishq outlets. After that Titan launched a special campaign. Wherein they invited customers to walk in with any piece of jewelry and measure its purity for free.

Now since gold was very very important to Indians, people actually flocked to these stores to check the purity of the ornaments that they had actually bought from their family jeweler out of blind trust and the majority of these people were shocked to discover that they had been cheated by their family jewelers for decades.

This was because the gold was not as pure as the jewelers claimed and when lakhs of people felt betrayed or dissatisfied with their jewelry Titan deployed another strategy called the 1922 strategy.

1922 Strategy

In this scheme, women could bring in their gold jewelry and test it in the karatmeter and if the purity of the jewelry was lower than 22 karat and higher than 19 karats it could be exchanged for Tanishq 22 karat jewellery of their choice by paying only the manufacturing charges and Tanishq could bear the cost of gold, yes you read that right Tanishq could bear the cost of gold.

This was Titan’s customer acquisition strategy.

Now although it might look like Titan was draining cash by paying for the gold. what we miss out on is the fact that when it comes to jewelry the customer’s lifetime value goes to lakhs of rupees. If done right just like local jewelers you could be looking at customers from three to four generations of the family. As a result, when this 1922 strategy was executed Titan was very cleverly able to uproot the blind trust of the local jewelers and acquired a lack of customers from all across the country.

This is how Tanishq laid the foundation to build its brand as a synonym of trust and purity.

And the result will be 2002-2003 the jewelry division’s operating income increased from 267.66 crores to 345 crores with profit before tax at 5.37 crores.

This is where Tanishq rise as a blockbuster brand began because it tackled one of the most important batteries of customer acquisition and that is the barrier of trust. This is when they further moved ahead to tackle the second barrier which was the barrier of cost.

After the karatmeter strategy, Tanishq found another gap in the market for expansion. They realized that because of their branding efforts, the middle-class Indian family started to perceive Tanishq as a brand that was too expensive for them. And from the cost standpoint a middle-class family that wanted to purchase gold could not shell out 6 to 7 lakhs at once.

But at the same time, the desire to buy the set was there. Because after all, it was an investment. This is where Tanishq launched the famous gold harvest investment scheme to buy jewelry.

Gold Harvest Investment Scheme

In this scheme, if you wanted to buy a gold chain worth 2.4 lakhs and you didn’t have that kind of money. You could actually deposit 20,000 rupees per month for 11 months with Tanishq. And then Tanishq would pay your 12th installment of 20 000 rupees.

At the end of the year, you would have 2.4 lakh rupees to buy your gold chain. This is almost like a S.I.P. for gold. If you didn’t want to buy gold after a year you could get the money back with a discount voucher for the additional amount.

This is how the barrier of the cost was brought down. As a result, Tanishq became more accessible to the middle-class population of India.

And eventually they tackled yet another important barrier which was the barrier of cost.

And lastly what we love about these classic brands is that they often consider one factor that no other brand considers in order to identify intricate gaps in the market and this is the factor of empathy.

Mia collection and Zoya collection

In this case, Tanishq actually observed that working women didn’t want to wear very ornate jewellery to work. Because it looked too flashy. At the same time, they wanted something affordable, elegant, and easy to wear.

So Tanishq launched the  Mia  collection that specifically addressed this segment of the audience and started their pricing from 3999 onwards. Then they also found that the richest people in society who had the purchasing power wanted to buy unique designs which would distinguish them from the crowd. So they launched the  Zoya  collection that starts from 70,000 rupees and goes all the way up to 70 lakh rupees.

Then they also saw the digital wave rising. So Titan invested in Karatlane 2016 which is an online jewelry company.

In fact even today if you go out in the market and you try to examine the competition of Tanishq you will see that there are very very few brands that actually cater to so many categories of audience. Like Executive, Ultra rich, Traditional, Minimalistic, Designer, etc.

This is how Tanishq evolved to become one of the largest jewelry sellers in the country.

Lessons from Tanishq’s market strategy

• First Lesson:-  There is a thin line between what you think your customers like and what they actually like. So always do your market research thoroughly before stepping into the market. And the most powerful way to do that would be to study the data and then go and talk to people to understand the story behind the data. The point we noted over here is talking to people is more important than analyzing data.
• Second Lesson:-  Sometimes you have to make people aware of the problem before providing the solution. In this case, although people are buying impure gold the blind trust of the local jewelers needed to be broken in order to establish the informed trust Tanishq. This is where Titan’s Karatmeter came in handy.
• Third Lesson:-  Always remember empathy is that superpower that can turn a commoner into a king. In this case, the constant market assessment done by the Tanishq team gave them million-dollar assets in the form of mia and Zoya collections. So always remember to keep updating yourself about what your customers need otherwise they won’t need you tomorrow.

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