During the Basel Show in April this year, one of the diamond industry’s leading manufacturers, Rosy Blue, once again re-affirmed their status as a pioneer and front-runner in the industry’s quest to re-energize and restructure. Many talk about down streaming. Most say they are in the midst of formulating a new brand, jewelry line or even branching out into the world of watches, but very few are really diving into the downstream pool. If Rosy Blue is taking the dive, then you can be guaranteed it’s going to be from the top most board.

 

 

Rosy Blue has never been a company to sit on their laurels. Back in November 2001, they broke ground with their innovative move to back a $100 million bond issue with their entire stock of rough and polished. Since its establishment some 43 years ago as a diamond manufacturer in India, Rosy Blue has grown and grown and grown. The DTC sightholder, now headquartered in Antwerp, has operations in 15 locations worldwide, with a workforce of some 15,000.

 

According to the Rosy Blue CEO, the company is now focused on creating value with local and global business partners, while adapting to an ever-changing market. Their recent branding and jewelry initiatives attests to their determination to achieve just that.

 

While many of their colleagues in the diamond manufacturing industry are still trying to figure out how to approach ‘branding,’ ‘down streaming’ and similar issues, Rosy Blue has already advanced with its strategy and execution plans. Until now, Rosy Blue had a multi-million dollar business in the U.S., selling Middle America diamonds in over 3,000 locations through major chains. And while jewelry consumers across the States purchased millions of dollars worth of Rosy Blue diamonds each year, very few of them, if any, knew or recognized the name ‘Rosy Blue’.

 

Under the firm reigns of Takahashi, Rosy Blue Fine is about to change this. “As far as a brand name is concerned, Rosy Blue’s name is not exposed anywhere. In actuality, it’s a leading manufacturers’ hidden name, which is in fact a powerful trade brand” underscores Takahashi.

 

So, how does Takahashi plan to compete with established jewelry manufacturers? “Branding is a combination of several factors – the right infrastructure, the right marketing campaign, the right product and the right support to and from the retailers. The key is to have an integrated brand package that creates the desire for consumers and ensures value for our clients and their consumers.”

 

For consumers, Vera Wang is already a well-known name. A brand resonant with luxury and style. Mention Vera Wang and most will envision bridal gowns desired and worn by Hollywood’s elite. Dresses that float down Red Carpet events, a favorite of fashion critics and pundits alike.

 

“The Vera Wang Fine Jewelry will have a very controlled distribution throughout the United States, through select high-end department stores and high-end independent jewelry stores,” Takahashi explains. “We would like to build the brand through a very exclusive and limited distribution. Our goal is have the line inside 250 doors within 5 years.”

 

For Vera Wang herself, this isn’t some hands off deal. The designer is to have total creative direction over the jewelry collection that bears her name. Pieces in the collection will not be limited to diamond set items, but will cover the entire gem and jewelry family including, color stones, pearls and gold jewelry. Currently the teams are in the middle of the product development process.

 

Rosy Blue has also joined forces with several jewelry and watch houses in a promotional campaign - “Autumn Brilliance”. The campaign focuses on the use of Rosy Blue’s natural color diamonds in designer collections. Among the designers partnering in Autumn Brilliance are Tamara Comolli, Stefan Hafner, Kashikey, Technomarine and Roberto Coin.

 

Coin, exclusively supplied by Rosy Blue for the Cento Collection, uses the Cento Cut for his latest jewelry line. The Cento Cut, with its 100 facets, is designed to have a higher degree of brilliance than most round-cut diamonds that usually have 58 facets.

 

The company is looking not only for synergistic cooperations, but has also set out to build its own house brand independently. “We are ideally targeting the fourth quarter of 2003, aiming to fill showcases in October, November and start our campaign at the same time,” reports Rosy Blue Fine’s President. “This is an effort of a diamond house to become a high-end diamond jewelry brand.”  As Dilip Mehta says himself, “there is nothing like we have arrived at our destination. It’s an on-going journey.” Who knows where Rosy Blue is headed next?