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Golden Rule III – New Product Introduction

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L.R.Natarajan, Partner- Strategy and Systems Consulting

 LRN has worked at senior level positions in companies like Eicher Motors, Hero Motors, Greaves Cotton, Ashok Leyland, and Hindustan motors. His last employer was Titan Company limited. Eleven years in Titan Company limited (eight years in Tanishq) and retired as CEO for the new business division. LRN was also heading the innovation council at Titan and was an active member of Tata Group Innovation Forum.

LRN had successfully spearheaded the TOC implementation in Tanishq retailing.LRN had started a school for Innovation in Titan and the school had produced over 400 trained innovators.

LRN also undertakes consulting assignments from corporate companies on Strategy, Retail excellence and Innovation. He has recently authored two books, a book on Innovation titled “The 9 Nuggets of Innovation” and a book on retailing titled “Demystifying Retail” – The Four golden rules.

Prabhakar Mahadevan, Founder Director of Strategy and Systems Consulting & Focus and Flow

Technologies Pvt Ltd

Prabhakar is a certified Theory of Constraints consultant (TOC) by Goldratt Schools Israel, certified expert on TOC by TOCICO (www.tocico.org) & is associated with TOC for the last 22+ years.

 Through his consulting companies,Prabhakar and his colleagues are involved in several comprehensive TOC consulting projects across several industry verticals such as fashion jewellery, fast moving consumer goods, consumer durables, automotive OEM, capital machinery, pharmaceutical, heavy engineering, fashion retail etc.

In continuation of my article titled “The Four Golden Rules for securing retail excellence”, I am detailing through this article, the third Golden Rule: “Processes for New Product Introduction”.

1.     Background

NPI, New Product introduction, is an essential part of any retailing. However, if the NPI is not guided by right processes, NPI process will turn out to be the key driver for accumulation of obsolescence. A wrong NPI process may give room for replacing the fast movers in accommodating new designs which do not have any sale history. Therefore, having the right NPI process will guide one through in which category, in which price point, how much of merchandise is to be introduced. With the right NPI processes in place, the obsolescence can be considerably minimised, and the fast movers can be increased.

2.     New Product Introduction Process

There are four parts to the NPI process as defined below. Having the right processes for each aspect of NPI process, should lead to defining the comprehensive NPI process

1)     What should be the frequency of NPI?
2)     How much of Newness in each NPI?
3)     The understanding of distribution of newness, across category and price points.
4)     Zeroing down on the right set of designs, to maximise the chances of success.   

2.1   What Should be the Frequency of NPI?

It is very important to arrive at the logical answer to this question. While newness is a prerequisite for any retail, it is to be understood that the new products come with Zero sale history. Also, one needs to vacate some of the merchandise from the current inventory mix to accommodate new products. The risk of obsolescence will be high with higher NPI. Conversely the excitement of NPI introduction and its impact on sale will be less with lesser NPI.

How does one arrive at the frequency of NPI?

It is to be understood that the NPI is be done to create excitement followed by desire in one’s customer base to walk in and buy and NPI is not being done to fulfil the Merchandising/ retail teams need. Having very clearly understood this, one should try and understand the customer buying behaviour. A customer buying Jewellery perhaps will frequent the Jewellery showroom (most of the customers) once or twice in a year.

From the customer walk-in data available, one should compute what % of customers are buying once/twice/thrice in a year and arrive at the average per customer repeat walk-ins in a year. Assume this number arrived at is 2 for a given retailer, meaning on an average, the customer walks in twice in a year. Therefore, when the customer walks in for the second time, there should be newness in the showroom.

With this one can conclude that the new products for this retailer, is to be done once in 6 months, and during the seasonal months

2.2  How much of Newness in each NPI?

Having decided that the NPI will happen every 6 months, the next logical question that needs to be addressed is how much of new products to be introduced in each NPI meet.

50% newness once in 6 months, results in the entire merchandise will be new in a year. And with 10% newness every 6 months, in a year 20% of merchandise will be new. Too much of newness, will lead to greater risk of obsolescence and too less newness, will not create the excitement in customer base.

The suggestion here is that key members from Product design / Marketing / Category / Merchandise and retail should understand the ramification of introducing newness and arrive at a consensus on the quantum of newness to be introduced in the NPI event. Based on the impact of introducing the newness based on consensus arrived at, the next year newness % can be fine-tuned.

Our recommendation will be to plan for a newness of 30% every year, 15% during Diwali/ Dhanteras and 15% during Akshaya Tritiya.

2.3  Understanding of distribution of newness across category/Price points

Referring to my earlier article on the second golden rule, Planogram and Replenishment process, I had explained about the 2*2 process. We had compiled the sale and stock turn of each showroom category/ sub-category/ price point wise, and compared the same with the group average sale and group stock turn and arrived at to which of the four quadrants the individual line item in a showroom belongs to, Q1, Q2, Q3 or Q4. I am compiling the 2*2 matrix for one’s ready reference, with certain additional notes.

As can be inferred from the above, for a given showroom, for the category / Sub- category/ price points falling under Q3 and Q4 are the areas where maximum of new products is to be introduced. Here again the quantum of new products will be governed by the newness % arrived at earlier.

To reap the full benefits of NPI, it is recommended that NPI should have more variants (70 to 80%) falling under Q3 and Q4, and less variants to be introduced for the line items falling under

2.4  Zeroing down on the right set of designs, to maximise the chances of success

Having arrived at showroom wise Category/ Sub- category/ Price point wise, number of new products to be introduced, (say 10 for a given line item)

  1. For a category/ Sub- category/ Price point if 10 new designs are to be introduced
  2. Secure 30 new designs (Three times the final requirement)
  3. Let the category/design/retail team choose 20 best ones from the above, by appropriate voting process
  4. Show case these 20 to your loyal customer base and have processes in place for short listing the best 10

 Processes described above for NPI will for sure increase the chances of success at the marketplace. However, the caution here is that one needs to prepare a calendar of activities, covering all the processes described above, to ensure that one adheres to the deadline defined for NPI.

Summing up

While introducing new products is essential for any retail business, one should think through and arrive at the appropriate processes, for the four steps given below

  1. What should be the frequency of NPI?
  2. How much of Newness in each NPI?
  3. The understanding of distribution of newness across category and price points.
  4. Zeroing down on the right set of designs to maximise the chances of success

New product introduction, done without proper processes, will be the starting point of sludge stock generation in the inventory.

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Diamonds Reimagined: The Rise of Lab-Grown Elegance

By Akash Talesara
President : Sky Gold ltd.

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Celebrity Endorsements of LGDs

Celebrity endorsements are pivotal in transforming ethical luxury from an idealistic concept to a mainstream trend. When well-known figures embrace lab-grown diamonds, they redefine luxury by blending style with responsibility. These endorsements break the notion that luxury is only about exclusivity and excess, shifting the narrative to one where ethics and beauty coexist. As consumers increasingly prioritize sustainability, celebrities make it easier for them to align their values with their purchases, normalizing lab-grown diamonds as the future of luxury. This shift is not just a trend—it’s a cultural movement led by those who hold significant influence.

Global jewellery brands leveraging celebrity stardom

Global jewellery brands are tapping into the power of celebrity to position lab-grown diamonds as the next big thing in luxury. Celebrities bring visibility, credibility, and aspirational value to these diamonds, helping brands reframe them as a symbol of modern luxury. Through collaborations and campaigns featuring stars, jewellery brands communicate that lab-grown diamonds are not only ethically sound but also high-end and exclusive. These celebrity endorsements connect luxury with conscious consumption, shifting consumer perceptions and setting a new standard in the luxury market. This strategic use of star power helps lab-grown diamonds carve a niche as the future of sustainable luxury.

Celebrity collaborations driving the popularity of LGDs

Celebrity collaborations are a game-changer in how lab-grown diamonds are perceived. When icons align themselves with these diamonds, they make the concept of sustainable luxury not just appealing but aspirational. Through their influence, celebrities turn lab-grown diamonds into a desirable, high-status item, making them relatable for the general public. By wearing and endorsing these sustainable gems, they make them accessible to a broader range of consumers. These partnerships not only elevate the diamonds’ appeal but also serve as a bridge between high-end luxury and everyday luxury, making it more attainable for a global audience.

Millennials and Gen Z driving the shift toward LGDs

The jewellery market is shifting gears, embracing sustainability, ethical practices, and personalized designs like never before. Millennials and Gen Z are leading the charge in the lab-grown diamond movement. These diamonds are made with minimal environmental impact, offering a more eco-friendly and responsible choice. It’s not just about the sparkle, it’s about supporting brands that stand for authenticity and integrity. This change is reshaping the jewellery industry, blending craftsmanship with conscience and redefining luxury as a perfect balance of elegance and ethics. 

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Diamonds: Natural, grown, and their needs for differentiation in the global jewellery market

By Ramit Kapoor

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The debate between lab grown diamonds and naturals doesn’t seem to die down. Natural diamonds have had an unfettered rule in the global fine jewellery business for centuries until technological advancement allowed lab-grown diamonds, hitherto used in machine tools and cutting, found their way successfully into the fashion and jewellery space purely based on two reasons : perceived identical appearance and a staggeringly low price. Their entry into the market created a space for affordable jewellery, but they are not designed or are equipped to take over the natural diamond market. That’s because they are different and can be scientifically identified as such. 

Far from disrupting the prominence of natural diamonds, LGDs have emerged as a complementary force, addressing distinct consumer needs while broadening the appeal of diamond jewelry. But, let’s understand the purpose and appeal of each category. 

Natural diamonds continue to hold an unparalleled allure, deeply rooted in their rarity, geological history, and cultural heritage. They symbolize luxury, timelessness, and emotional significance, often marking milestone moments like engagements, weddings, and the creation of family heirlooms. Spending billions of years to be formed under the earth’s surface, natural diamonds command admiration from customers who associate lasting happiness and joy with the person they are buying it for, be it a self-purchase or a gift. Its journey of formation itself carries that value which, thanks to rising awareness, is of great value to its target audience irrespective of age barriers. Such consumers prioritize provenance, ethical sourcing, and origin determination, which reinforce the enduring appeal and exclusivity of natural diamonds.

On the other hand, lab-grown diamonds have carved out their own niche in the global jewelry market, starting with eco-conscious Millennials and Gen Z consumers in the United States. These synthetic diamonds appeal to buyers seeking sustainable and affordable alternatives. In India, a global hub for jewelry, the demand for LGDs is still at its nascent stage, because consumers are still understanding the product. Hence, there is a slow but steady growth in demand driven by their cost-effectiveness and the growing adoption of Western fashion sensibilities. Offering flexibility in design, LGDs are well-suited for trendy, everyday jewelry that embraces unconventional materials such as silver, tungsten, and titanium. They provide consumers with the freedom to explore unique styles while aligning with contemporary values of affordability and sustainability.

The distinction between natural and lab-grown diamonds is not merely academic—it is vital to maintaining consumer trust. Nomenclature is of paramount importance in this regard, as there are several ways to identify a lab-grown diamond. Since they are created in a controlled environment, their origin is different from those built by nature, and hence, must be positioned accordingly to extend confidence to customers of either segment. Thus, while both have their own value propositions, transparency in branding and communication is essential. Lab-grown diamonds should be presented as a distinct category, emphasizing their origin and purpose, rather than being combined with natural diamonds. 

As the diamond industry evolves, embracing the differences between natural and lab-grown diamonds is key to unlocking their full potential. Each caters to specific consumer preferences—natural diamonds for their legacy and emotional resonance, and lab-grown diamonds for their modern, versatile appeal. Retailers and stakeholders must adopt tailored marketing strategies and far better quality in certification and grading standards to give consumers exactly what they bought their products for. While the entire supply chain needs to be strongly educated to firstly identify the differences and sell the right jewellery, retailers especially need to refine marketing messages to effectively communicate these unique value propositions. This can be done by conducting awareness workshops for end-consumers and often showcasing both varieties to them just for knowledge. All in all, by fostering transparency, differentiation, and synergy within the supply chain, the industry can ensure the sustainable growth of both segments, securing a bright future for diamond jewelry on a global scale.

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How to position your store in the jewellery market 

Strategies for Success: Effectively Positioning Your Jewelry Store in a Competitive Market

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Shivaram A is a much sought after mentor, consultant, trainer and speaker across multiple industry platforms. He founded Retail Gurukul in 2012 as a Consulting & Training company. Shivaram has since helped and continues to help retailers and manufacturers, significantly improve their business performance across various metrics.

Shivaram’s  A Guide to Jewellery Retailing-Consumer facing operations  is  ultimate resource for jewellery store owners striving for success in today’s competitive market. Discover the secrets to making your jewellery retailing store succeed, draw in a steady flow of customers, and cultivate lasting loyalty. This comprehensive guide offers actionable advice and real-world examples to elevate your store’s aesthetics, service quality, and sales performance. This is an extract from A Guide to Jewellery Retailing-Consumer facing operations.

From the small corner-store goldsmith to the high-end boutique  jeweller in their own high-rise building, jewellery retailers come in  all forms and sizes. With the Indian jewellery market teeming with  nearly 300,000 players, every jewellery retailer must position  themselves uniquely to make their presence known in this  competitive scenario. 

As a jewellery retailer, you first have to decide whether you want  to remain as just a “store” or create a “brand”. But what is the  difference? 

A “brand” has some definable qualities by which it can be uniquely  identified. These qualities or features form a perception in the  minds of the customer which is called its brand equity. 

As a jeweller, you can project certain aspects of your jewellery  merchandise or customer service as brand quality. 

Look at how PC Chandra, the renowned Kolkata Jewellers are  trying to position themselves with the help of the famous creative  agency J Walter Thompson (JWT).  Ayan Chakraborty, VP and executive business director, JWT  Kolkata, said, “PC Chandra’s intricate craftsmanship and the brand’s unique image in the minds of Bengalis all over the world is  something we kept in mind while working.” 

Arjun Mukherjee, VP and ECD, JWT Kolkata, added, “The challenge was to create a philosophy for the brand which every modern  woman will relate to. We went beyond the beauty space in jewellery and tried to find an emotion that will resonate with one  and all.” 

You too can position your jewellery outlet as a unique brand by  defining its values and expressing your trade philosophy in the  following ways.

Ways in which you can position your outlet

Jewellery stores fall into certain categories. First, try to identify  which category you belong to, and then add value to it by defining  your strengths. You may be a: 

1. Personal Jeweller

When a customer looks for jewellery “tailor-made to his taste”, he comes to the personal jeweller. The Personal Jeweller highlights  the uniqueness of design, exclusivity and personalization as his  value points. Elite and royal families of illustrious lineage and social  celebrities often prefer to have their own personal jewellers. 

As a Personal Jeweller, you must vouch for your individuality in  design and integrity in trust. If you possess Jewellery design  software and have bagged Jewellery design awards, you really can  boast of being a genuine Personal Jeweller. 

2. Ethnic Jeweller

For people who have a taste for traditional and ethnic designs, the  Ethnic Jeweller is the destination. As an Ethnic Jeweller, you must  have profound knowledge in temple designs and must have the  capacity to reproduce them without even the slightest difference.  Polki, Jadau, Tanjore, Chettinad and Malabar designs feature as  ethnic offerings.

3. Modern Jeweller

For the young and trendy, the Modern Jeweller is the person to call  on. The Modern Jeweller must dabble in fusion and fashion.  Rhodium, Rose gold, Platinum and 18k designs are part of the  modern offerings. 

4. Boutique Jeweller

The boutique Jeweller is the guy who prides himself on his  jewellery range and exemplary service. These artistic showrooms  offer an appealing ambience and a comfortable customer  experience. Boutique Jewellers have several jewellery lines made  by different designers. 

5. Estate Jeweller

If you are looking for antique jewellery or vintage heirlooms, the  Estate Jeweller is the guy to go to. As an Estate Jeweller, you must  have the resourcefulness to seek and procure historic jewellery  with sufficient proof. Estate jewellers are very expensive as they  deal with high-end jewellery collectables. 

 6. Main Street Jeweller

The Main Street Jeweller has the sole objective of capturing the  interest of the urban audience. He caters to them with an eclectic  mix of traditional and modern jewellers with their latest  preferences in mind.

7. Chain Store Jeweller

With branches at multiple locations, the Chain Store Jeweller  prides itself on its wide geographical presence and popularity. His  network of stores may be at diverse locations but portray the same  brand image.

Steps to position your Jewellery store 

1. First, identify yourself with a particular Jeweller category among the ones listed above.

2. Outline your strengths in stock, service, range, design etc. 3. Zero in on your “unique selling points” – is it affordability, service, repair facility, cost savings…

4. Crystallize your brand persona as a brand image with the help of expert consultants like Retail Gurukul who can bring to light the hidden values of your brand.

5. Position your brand with this persona by forming a unique brand image and taglines.

6. Popularize your brand using these brand messages and establish your brand.

Your brand is as precious as your jewellery. Position it with  perfection to reach the pinnacle of success.

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