JB Insights
A Sparkling Outlook for the 2025 colored gemstone Market:
Key Trend: The colored gemstone market is experiencing a surge in demand and prices, outpacing diamonds and presenting a bright outlook for 2025. This is driven by consumer desire for unique pieces, investor interest in tangible assets, and challenges facing the diamond industry.
Market Drivers:
- Rising Prices: Colored gemstone prices have increased significantly over the past decade, with further rises expected in 2025 due to supply constraints, increased mining costs, and growing demand for high-quality, traceable stones.
- Diamond Industry Challenges: Controversy surrounding Russian diamonds and the growth of lab-grown diamonds are contributing to the rise of colored gems.
- Investment Potential: High-value clients are increasingly viewing investment-grade gemstones as a hedge against other assets.
- Consumer Preference: Consumers are seeking unique and colorful alternatives to traditional diamond jewelry.
- Supply Chain Issues: Artisanal mining practices, limited funding, and a declining workforce pose challenges to consistent supply. Increased mining costs and logistical expenses further exacerbate the issue.
- Responsible Sourcing: Growing interest in ethically sourced gems is creating opportunities for suppliers who prioritize transparency and community benefit.


Top Performing Gemstones:
- Emeralds: Expected to be a star performer in 2025, particularly Colombian emeralds, due to growing awareness of their origin and sustainable practices.
- Sapphires: Teal, green, and particularly Montana sapphires continue to be in high demand. Australian sapphires, especially bicolor stones, are also gaining popularity.
- Spinels: Neon-pink Mahenge spinels and Vietnamese cobalt-blue spinels are attracting attention from collectors. Gray and lavender spinels also appeal to a broader consumer base.
- Other Rising Stars: Paraiba tourmalines, black opals, garnets (especially spessartite and Fanta garnet), imperial topaz, zircons, and yellow chrysoberyls are gaining traction.
Challenges:
- Price Resistance: Growing price resistance among traders, particularly for mid-tier goods, is a potential concern.
- Sourcing Difficulties: Sourcing high-quality colored gems remains a challenge due to the artisanal nature of much of the mining industry.
- Workforce Shortage: A decline in the mining workforce threatens long-term supply.
- Nuances in Quality and Pricing: The lack of standardized pricing lists and the subjective nature of quality assessment create complexities for newcomers to the market.


The synthetic issue
Synthetic colored stones have been available on the market for longer than their diamond counterparts and are generally considered a harmless subcategory. However, a rise in cases of synthetics getting mixed in with natural gems could change this feeling of security.
The problem appears to affect small goods more But because the industry is experiencing a shortage of natural stones, he warns, the issue could become more acute. Indeed, the undisclosed mix of stones is one of the most talked-about topics right now in the colored-gem industry.
, says Columbia Gem House’s Eric Braunwart, who has been investigating the topic.
“It opens the door for some of the less-ethical players to decide, ‘Well, let’s slide some [synthetics] into the natural parcels,’” he explains. “It’s not a new issue in color, but I think it is something that the industry overall will need…to spend some more time looking at.”
, says Monica Stephenson of Anza Gems and Moyo Gems. “This issue really highlights the importance of knowing origin and trust in traceable sources.”


Outlook:
The colored gemstone market is poised for continued growth in 2025. While price increases are expected to continue, particularly for high-quality stones, the market is also seeing increased interest in ethically sourced and unique gems. The Tucson gem shows will provide a key indicator of market strength and price stability. A proactive approach to purchasing, prioritizing quality and responsible sourcing, will be crucial for success in this dynamic market.

JB Insights
From Customer Intelligence To Autonomous Growth Intelligence: Deepansh Bhargava Senior Vice President & Head Marketing at VBJ
From Customer Intelligence To AI-powered Growth Decisions, The Next-Gen CDP Is Built To Create Measurable Incremental Value.
For the last 6 years, Customer Data Platforms have transformed how brands understand their customers. They have brought fragmented data together, created unified customer profiles, enabled segmentation and made personalisation more intelligent. But the next evolution of CDPs will not be defined by how much customer data they can organise. It will be defined by how intelligently AI can convert that data into consumer value and incremental business outcomes.
The shift is from Customer Intelligence to Growth Intelligence.
Businesses today know more about their existing customers than ever before their purchase history, frequency, preferences, lifetime value and likelihood of buying again. Yet the larger opportunity lies in moving beyond what customers did to understanding what they need next, where their behaviour is changing and where the next phase of growth will come from. This also requires a sharper focus on incrementality.

Revenue, ROAS, conversions and engagement tell us what happened. But they do not always tell us how much of that outcome was created because of an intervention and how much would have happened anyway.
That difference is the Delta. AI can help take CDPs beyond systems of customer intelligence and turn them into systems of consumer and commercial decision intelligence. Instead of simply identifying customers with a high propensity to purchase, an intelligent growth system could identify intent, unmet needs and moments that matter then evaluate opportunities across acquisition, retention, frequency, basket size, category penetration, pricing, media, events and geography to identify where the highest incremental growth opportunity lies.
Growth intelligence should also help businesses identify where growth is likely to disappear. Early signals from customer behaviour, categories, geographies or spending patterns could reveal risks long before they become visible in the P&L. AI could identify the source of the risk, estimate its potential commercial impact and recommend interventions to change the trajectory. This is where the future becomes particularly interesting.
AI should not just predict customers. It should increasingly help predict the business.
The next generation of AI agents could continuously monitor customer behaviour, sales, categories, inventory, geographies, media and store performance. They could identify anomalies, form hypotheses, estimate commercial impact, recommend interventions, test them and measure the incremental outcome.
The role of the marketer would evolve from simply managing campaigns to managing the intelligence, strategy and guardrails around a more autonomous growth system.
This evolution can be built around three principles: Anticipate, Act and Account.
1. Anticipate where consumer needs and growth will emerge and where they may disappear.
2. Act by identifying and eventually executing the most relevant intervention for the consumer and the business.
3. Account for whether that intervention genuinely created incremental value.

The CDP of the future, therefore, should move beyond being a platform that simply manages customer data. It should become a Growth Decision Platform one that helps businesses understand consumers better, identify opportunities, detect risks, recommend actions, measure incrementality and continuously learn from every intervention. The ultimate measure of such a platform should not be the volume of data it manages.
It should be much simpler:
Show me the Delta you create.
Because ultimately, consumer centricity is not the opposite of growth. It is where sustainable growth begins.
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