Jeweller - February 2025

VOICE OF THE AUSTRALIAN JEWELLERY INDUSTRY FEBRUARY 2025
The Next Pandora
WORLD'S LARGEST JEWELLERY
BRAND REVEALS FUTURE PLANS
Strength & Unity
AUSTRALIA'S INDUSTRY BUYING GROUPS
OFFER OPTIMISTIC OUTLOOK
Together Forever
BRIDAL AND ENGAGEMENT
JEWELLERY IN THE DIGITAL AGE

2 | February 2025

SINCE 1996
Helping you shine
yesterday, today
& tomorrow.
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February 2025 | 3

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4 | February 2025
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February 2025 | 5

The Beauty of Balance
Rooted — Stuller’s 2025 Colour of the Year — is a trending, lively green
shade embodying growth, stability, and a strong foundation.
The Beauty of It All
Stuller.com
Featuring Notable Gems: Natural Tsavorite Garnet
6 | February 2025

WORLD'S LARGEST JEWELLERY
BRAND REVEALS FUTURE PLANS
VOICE OF THE AUSTRALIAN JEWELLERY INDUSTRY FEBRUARY 2025
AUSTRALIA'S INDUSTRY BUYING GROUPS
OFFER OPTIMISTIC OUTLOOK
BRIDAL AND ENGAGEMENT
JEWELLERY IN THE DIGITAL AGE
FEBRUARY 2025
Contents
This Month
Industry Facets
9 Editorial
10 Upfront
12 News
16 Product Spotlight
18
21
48
50
10 YEARS AGO
Time Machine: February 2015
LEARN ABOUT GEMS
Game-changing Gemmologists
MY BENCH
Sharon Porter
SOAPBOX
Erik Madsen
23 ENGAGEMENT & BRIDAL
Together forever
4Digital marketing is increasingly important
for retailers, especially those specialising in
bridal and engagement jewellery.
Features
23
ENGAGEMENT AND BRIDAL JEWELLERY
Take your business to new heights in the digital age
30
32
BUSINESS OF BRANDS
Pandora reveals significant strategy shift in Australia
2025 BUYING GROUP REPORT
Studying the evolution of Australia's buying groups
Better Your Business
32 2025 BUYING GROUP REPORT
Good things
come in threes
4Australia's three jewellery industry
buying groups offer unique insights on
the evolving nature of the trade.
42
44
45
46
47
BUSINESS STRATEGY
Are you too good at too many things? DAVID BROWN says that may hold you back.
SELLING
SHEP HYKEN believes you can improve your sales with active listening.
MANAGEMENT
Why are we hesitant to change? PAUL SLOANE explains the science behind new ideas.
MARKETING & PR
DAVE WAKEMAN details the core concepts behind successful marketing strategy.
LOGGED ON
ALEX FETANAT outlines important areas for improvement when selling online.
30 JEWELLERY JUGGERNAUT
Pandora's next big step
4The world's largest jewellery brand has
revamped its retail strategy in Australia.
FRONT COVER
Stuller offers a remarkable selection
of engagement ring styles to help every
couple start the next chapter of life.
Based in the US, Stuller's mission is to
serve jewellery industry professionals
by offering a selection of quality
products and exceptional services as a
leading supplier to the trade.
To learn more visit: stuller.com
The Next Pandora
Strength & Unity
Together Forever
February 2025 | 7

8 | February 2025

Editor’s Desk
Ambiguity & Accuracy: Mind your language
Say what you mean, and mean what you say!
SAMUEL ORD reflects on the importance of language in the jewellery industry.
Above all else, language and terminology
may be the most passionately debated
subjects in the jewellery industry.
When I joined Jeweller, I was told our
mission statement was simple. It was
to keep our readers – members of the
jewellery industry – informed of key
developments within the trade.
Some developments might seem
inconsequential, while others will alter
the industry landscape dramatically.
Either way, they all contribute to the
trade’s evolving 'big picture,’ and the
language used to record them is critical.
You’ll never understand the significance of
these developments if you can’t define the
‘moving parts’ involved.
Put simply, without a precise definition,
you don’t know what you’re measuring.
For any measurement to be meaningful,
there must be clarity and demarcation.
Buzzsaw to buzzwords
Jeweller’s adherence to these stringent
definitions reflects the importance of
nomenclature in the jewellery trade.
There are many parallels between
journalism and jewellery in this regard.
Strict definitions in journalism ensure
clarity, accuracy, and objectivity. They
prevent ambiguity, misinterpretation,
and bias, guiding journalists to convey
information effectively.
It’s a similar story in the jewellery trade,
where standard product definitions are
necessary. Without these agreed-upon
definitions, valid comparisons between
diamonds, gemstones, and precious
metals are difficult, if not impossible.
The subject of lab-created, lab-grown,
man-made and synthetic diamonds is
one of many examples of widespread
disagreement over terminology
and language in the industry.
I've previously addressed the deceptive
and arguably nefarious use of the term
‘recycled gold’ in marketing.
The fact that extraordinary lengths are taken
to salvage gold proves that it can’t rightfully
be described as ‘waste’; therefore, the term
‘recycled’ is unsuitable.
This publication has always maintained
its commitment to providing accurate and
relevant industry definitions for the business
behind the glitter and glamour of jewellery,
such as the criteria used to define suppliers
(wholesalers) and retailers.
It’s not uncommon for a business to claim
to be both a supplier and a retailer, wanting
to ‘have its cake and eat it too’. There have
been similar conversations about terms
such as ‘multi-brand stores’ – which is
just another way to say independent retailer.
Adhering to strict definitions is equally
essential when discussing the products
these businesses provide. Navigating
the latest trendy buzzwords dispersed
by marketers is similarly challenging.
In the past, we’ve written about the
redundancy of ‘gender-neutral’ watches
and jewellery, one of the more popular
product marketing terms. The term ‘unisex’
has been widely used in the industry for
decades and serves the same purpose.
The same argument could be mounted for
so-called ‘demi-fine’ jewellery, a marketing
term used to describe an existing category.
For a less politically sensitive example,
consider that Jeweller uses the term
‘store’ rather than ‘shop.
The word ‘store’ is more neutral, broad,
and formal. It describes a general place of
business where products are sold, which is
more appropriate for a business magazine.
While interchangeable, a ‘shop’ suggests a
smaller, more specialised business. ‘Shop’ is
also used as a verb, as in, ‘to shop for a new
watch’. In this context, 'store' is a noun and
is more appropriate.
Sliding doors
You'll find the 2025 Buying Group Report
in this issue. It's a reflection on important
changes in the independent retail landscape
over the past five years.
Put simply,
without a precise
definition, you
don’t know
what you’re
measuring.
For any
measurement to
be meaningful,
there must be
clarity and
demarcation.
The report details three reasons why
Jeweller no longer considers Leading Edge
a ‘genuine’ jewellery industry buying group.
Interestingly, each reason relates to language
and definition.
In late 2023, the stage was set to revoke
Leading Edge’s status as a buying group.
The company’s management attempted to
assert that the group had 70 members and
101 stores by using the word ‘subscriber’-
a nonsensical term for the jewellery trade.
Leading Edge attempted to call any business
that purchased its wholesale product a
‘subscriber’.
Jeweller maintained that there was a clear
distinction between a paid buying group
member and a retailer that purchases
products from Leading Edge’s wholesale
divisions. The example given was that
‘stockists’ of Pandora are not described as
‘members’ or ‘subscribers’.
For accuracy in reporting, it was inappropriate
to bundle them together. Leading Edge
executives dismissed this method of defining
a buying group member as “complex”.
Humorously, while also criticising Jeweller’s
definition, it became apparent that the
executives didn’t even agree on their own
figures because one claimed 70 ‘members’
(including ‘subscribers’), while the other
provided details for 86 jewellery businesses
"in various membership models.”
During the debate between Jeweller and
Leading Edge, one executive made an
astute point. He said that if his company's
terminology didn’t fit our ‘view of the world’,
that was okay. There’s room for everyone
and their opinions.
He was right! It’s okay if we don’t agree on
definitions, and you may disagree with
some of the examples I’ve described above.
Adhering to strict definitions remains
vital because language is, by nature,
‘fact-creating’ and shapes our perception
of the world we live in.
So, I’ll continue to favour our unique flavour
of specificity – not to be obtuse or stubborn –
but for the benefit of our readers.
The word ‘recycled’ is broadly used to
describe materials intentionally diverted
from a waste stream. Gold is rarely,
if ever, wasted!
As far as the groups are concerned, the
most recent development is the rise of the
Independent Jewellers Collective, which has
supplanted Leading Edge Group Jewellers.
SAMUEL ORD
EDITOR
February 2025 | 9

Upfront
Rewind: Best Bench Tip
Stranger Things
Weird, wacky and wonderful
jewellery news from around the world
How did that get there?
4Investigators in Chile have announced
the recovery of three luxury watches
belonging to iconic Hollywood actor
Keanu Reeves. The 60-year-old actor
has appeared in films over the past four
decades, best known for his leading
roles in The Matrix and John Wick. In
December 2023, the Los Angeles home
of Reeves was burglarised. Among the
items stolen was a Rolex Submariner
watch engraved with the actor’s first
name. More than one year later, police
in Chile have announced the recovery of
several items during an operation.
Reunited with timepiece
4Tiffany & Co. has purchased an
18-carat gold pocket watch with ties
to the Titanic and the brand's heritage.
Three Titanic survivors commissioned
the piece as a symbol of gratitude to the
captain of the passenger ship, the
RMS Carpathia, which saved more than
600 passengers after the Titanic sank in
1912. Created by Tiffany & Co., the watch
stayed with Captain Rostron and his
family for more than 70 years. The brand
purchased the watch at a November
auction at Henry Aldridge & Son.
Buried beneath the surface
4A treasure trove of ancient jewellery
and coins from Roman and Etruscan
times has been recovered in southern
Tuscany. Archaeologists have been
digging in San Cascianodei Bagni, a
town about 160 kilometres north of
Rome, since 2019 and Italy’s culture
ministry has announced a remarkable
discovery. The latest findings include
bronze sculptures, thousands of coins,
and jewellery, including a gold crown
and ring.
MARCH 2018
“Aim for every
component of the ring to
be 100 per cent perfect. If
every component is only
98 per cent perfect you
will end up with a ring
only 50 per cent perfect.”
KOSTA THEOCHARI
MDTDESIGN
HISTORIC GEMSTONE
The Imperial
Hong Kong Pearl
4The Imperial Hong Kong Pearl,
otherwise known as the Miracle of the
Sea, was believed to have been owned by
Empress Dowager Tz'u-His, the de facto
ruler of the Manchu Qing Dynasty after
her husband died in 1861. The pearl is an
enormous silvery white, baroque pearl
with an irregular drop-shape. It is one of
the largest nacreous pearls discovered in
the world, believed to have originated in a
saltwater oyster species, known as pinctada maxima.
In the 1940s, the pearl found its way to the US and is now enshrined
within a platinum and diamond pendant fashioned as a leaf.
Sellers eye off scammers
4A recently published study into retail
crime in Australia has documented a surge
of 40 per cent over the past two years. The
2024 ANZ Retail Crime Study by Griffith
University found that over the past financial
year, crime-related costs reached $7.79
billion in Australia. Online fraud tactics range
from using stolen credit cards to purchase
products to falsely claiming packages weren’t
delivered to obtain additional products and/or
refunds.The report also highlighted the value
of loyalty programs in preventing crime via
tracking and identification measures.
Timeless Trends
4Charms are expected to dominate the
coming year as the increasing variety of
options for consumers combines with
the rising desire for personalisation in
fashion. Charms aren't merely minor
accessories - they're an easy way to
acknowledge important memories and
moments and for consumers feeling
the pinch, they're an affordable way to
update your look.
Campaign Watch
4The De Beers Group launched a
new marketing campaign to elevate
consumer interest in diamond
jewellery during the all-important
holiday season. The ‘Forever Present’
campaign focused on various giftgiving
opportunities, highlighting
the connection between diamond
jewellery and important milestones.
Image: Pandora
Image: De Beers
VOICE OF THE AUSTRALIAN JEWELLERY INDUSTRY
Published by Befindan Media Pty Ltd
Locked Bag 26, South Melbourne, VIC 3205 AUSTRALIA | ABN 66 638 077 648 | Phone: +61 3 9696 7200 | Subscriptions & Enquiries: info@jewellermagazine.com
Publisher Angela Han angela.han@jewellermagazine.com • Editor Samuel Ord samuel.ord@jewellermagazine.com • Advertising Toli Podolak toli.podolak@jewellermagazine.com
Production Prince Bisenio art@befindanmedia.com • Digital Coordinator Riza Buliag riza@jewellermagazine.com • Accounts Paul Blewitt finance@befindanmedia.com
Copyright All material appearing in Jeweller is subject to copyright. Reproduction in whole or in part is strictly forbidden without prior written consent of the publisher. Befindan Media Pty Ltd
strives to report accurately and fairly and it is our policy to correct significant errors of fact and misleading statements in the next available issue. All statements made, although based on information
believed to be reliable and accurate at the time, cannot be guaranteed and no fault or liability can be accepted for error or omission. Any comment relating to subjective opinions should be addressed to
the editor. Advertising The publisher reserves the right to omit or alter any advertisement to comply with Australian law and the advertiser agrees to indemnify the publisher for all damages or liabilities
arising from the published material.

February 2025 | 11

News
LVMH under fire as Olympic
Games controversy emerges
Strong sales for Richemont drives luxury
retail industry optimism for year ahead
A report from Richemont noted that €4.5
billion ($AUD7.47 billion) in revenue among
jewellery brands led the company to its
highest quarterly sales on record.
Strong sales in the jewellery division
countered lacklustre performance
from the watch division, with a decline
of 8 per cent reported among brands
such as IWC Schaffhausen, Piaget and
Vacheron Constantin.
Following the 2024 Olympic Games in Paris,
Louis Vuitton Moët Hennessy (LVMH) was judged
by many to be the biggest winner of all.
As a major sponsor, LVMH’s branding was a
consistent theme across the three-week event,
which was watched by millions worldwide.
Parisian jewellery brand Chaumet was tasked
with creating the Olympic Medals; however,
less than one year after the competition
closed, the company now faces a significant
reputational challenge.
Each medal took 15 days to complete, from
stamping the design to dipping it in gold,
bronze and silver and finishing it with a coat
of varnish.
More than 100 athletes have now asked for
their ‘crumbling’ medals to be replaced.
“Medals have had to be replaced in other
Olympics — notably in Rio de Janeiro in 2016.
But in no previous Olympics has a company
stamped its brand credentials so prominently.
The issue seems to be most acute with the
bronze medals, problems for which athletes
first started flagging shortly after receiving them,”
a report from The New York Times reveals.
“The International Olympic Committee has
apologised and says it will find replacements.
Monnaie de Paris, the French mint, which
produced the medals, has so far taken
responsibility, blaming the problem on a
technical issue related to varnish.
“And LVMH has been happy to let the other
organisations do the talking. A spokesman
for the company said because it did not make
the medals and is not responsible for them,
LVMH has no comment.”
Monnaie de Paris confirmed that an internal
inquiry was launched after reports of bronze
medals rusting were received as early as August.
LVMH recently reported a 3 per cent decline in
revenue among its watch and jewellery brands
over the past financial year.
Group revenue declined by 2 per cent, reaching
€84.68 billion ($AUD141.73 billion), with net
profit declining by 14 per cent.
Swiss luxury goods company Richemont has
improved sales among its jewellery brands
in the third quarter of the financial year, with
many analysts suggesting this is a sign of a
retail rebound.
Sales among brands such as Cartier, Van Cleef
& Arpels, and Buccellati improved by 14 per
cent on a year-on-year comparison for the
three-month period ending 31 December.
"The bling bloodbath is so last season,"
Andrea Felsted writes for Bloomberg.
"When times are tough, it’s usually handbags
that outperform. This time around, it’s
jewellery. Richemont’s sales in this division
rose 14 per cent in the third quarter,
compared with the 4 per cent expected by
analysts. Demand for watches continued to
be weak but was also better than expected."
Richemont’s total revenue for the quarter
increased by 10 per cent on a year-on-year
comparison, while sales for the completed
nine months have improved by 3 per cent.
Police stunned after $20 million jewellery theft
A desperate search for clues is underway
in Britain after a brazen heist ended with
millions of dollars worth of jewellery and
designer items stolen.
A burglar breached a 13-bedroom mansion
on Avenue Road in London on 7 December,
entering via a window at 5.11 pm. According
to various reports, 19 minutes later, he exited
with more than £10.4 million ($AUD20.77
million) of items, including luxury jewellery.
Among the stolen property was a Graff
10.7-carat diamond ring, two butterfly
diamond rings by De Beers, a Hermès
3.03-carat ring, an aquamarine ring,
and a Niloticus Lumière necklace.
It’s believed around eight people were
in the residence at the time of the theft.
Detective Constable Paulo Roberts told
The Guardian many of the items stolen
were one-of-a-kind and will be identifiable.
"This is a brazen offence, where the suspect
has entered the property while armed with
an unknown weapon and violated the
sanctuary of the victim's home," he said.
"We urge anyone who was in the area of
Avenue Road, NW8, and saw anything
suspicious to please come forward.”
He continued: “Also, if you have seen this
jewellery since, someone has offered to
sell you it, or you have any further
information, then please also contact
the police or Crimestoppers anonymously."
London's Metropolitan Police have released
photographs of the stolen items.
Furthermore, the family – originally from
Hong Kong - have offered a reward of up
to £500,000 ($AUD998,000) for information
leading to the capture and conviction of
the suspect.
12 | February 2025

News
Conflicting sales for Michael Hill in key markets
Struggling sales in New Zealand have
highlighted a disappointing first half of the
financial year for Michael Hill International.
Michael Hill reported a 1 per cent decline
in revenue across the six months ending 29
December. Sales decreased in New Zealand
by 7.8 per cent, reaching $NZD59.2 million.
Conversely, a modest improvement (0.6
per cent) was recorded in Australia, where
sales totalled $AUD194 million. With sales
increasing in Canada by 2.7 per cent, CEO
Daniel Bracken said there was cause for
optimism.
“Whilst we are disappointed with our overall
sales result for the half, the business was
comping record prior year sales in both
October and November, with eight fewer
stores,” he said.
“The flat sales for the half reflected strong
business performance in the first three
months, offsetting the more challenging
trading conditions at the beginning of
the second quarter.
“The strong performance trend that we
observed in the first three months of the
half has re-emerged through December
and January.”
Nine stores were closed during this six-month
period – seven in Australia and two in Canada
– while one new location was opened in
New Zealand.
Two new Bevilles locations were also opened
in Australia, taking Michael Hill’s network
to 294 stores. Michael Hill acquired Bevilles
in 2023.
“The business is clear on its strategic
priorities and is increasingly well-positioned
for when the economic cycle recovers,”
Bracken continued.
“And pleasingly, the first few weeks of
January are very encouraging with signs
of strong positive sales momentum,
particularly in Canada.”
Digital sales now account for 8 per cent
of the jewellery chain’s total revenue.
New jewellery brand challenges industry giant
In the final weeks of the past year, an
emerging Australian jewellery brand opened
a wave of new stores nationwide.
With locations in Melbourne, Sydney, Brisbane,
Adelaide, and Perth, Harli + Harpa has opened
18 stores and positioned itself as an intriguing
competitor for market leader Lovisa.
The connections between Harli + Harpa
and Lovisa extend beyond selling fashion
jewellery at similar retail prices.
Harli + Harpa was founded by Shane
Fallscheer, who served as CEO of Lovisa
for 12 years.
In an interview, Fallscheer discussed his
decision to launch the brand and suggested
that witnessing the success of many different
brands was the overarching inspiration.
“I was just seeing all these fashion jewellery
brands turning up at birthdays,” Fallscheer
told the Australian Financial Review.
“As a retailer, you’re constantly looking at the
brands that people are buying each other, and
people were either buying semi-precious or
fashion jewellery from brands that were either
offshore or online. I saw the opportunity to
bring that into the shopping mall.”
He added: “We have a small team, everyone
is paddling hard. I haven’t actually started
and ran my own business, and that’s probably
something I wanted to achieve. I enjoy the
conceptualisation of a brand, building out the
product and bringing something to life.”
According to the report, the brand’s jewellery
is sourced from China, India, Thailand, and
Italy. Prices range from $20 to $200.
Fallscheer also drew attention to brands such
as Mejuri, founded in 2013, and Missoma,
founded in 2008, and said that while not every
product has been popular, he’s pleased with
the feedback received thus far.
“I deliberately opened 20 stores because I
needed to get some economies of scale early,
and then from here, it’s really just about the
right opportunities and the right centres at the
right time,” he said.
“I’d be surprised if I don’t do the same
number of stores this year. But it won’t be the
same with the same frenetic pace of opening
them all at once.”
By way of comparison, Lovisa currently
operates more than 900 stores worldwide and,
in the past financial year, reported a 17 per
cent increase in revenue.
Consumer confidence
expected to rise as jewellers
reflect on December sales
The latest analysis of jewellery retail sales at
independent stores in Australia has detailed a
slight decline in sales in December on a year-onyear
comparison.
The report published by Retail Edge Consultants
highlighted a 0.8 per cent decrease in sales when
compared with December 2023.
These results marked a frustrating close to
the year for jewellery retailers, particularly
after an impressive 8 per cent increase in
sales in November.
Unit sales decreased by 9 per cent by the same
comparison, while the average retail sale (inventory
only) increased by 11 per cent to $207.
In terms of specific categories, diamond jewellery
sales increased by 2 per cent on a year-on-year
comparison; however, declined by 31 per cent when
compared with December 2022.
Colour gemstone jewellery decreased by 2.5 per
cent when compared with the previous year, and it
was a similar story for silver and alternative metals,
which dropped by 1.8 per cent.
The analysis of laybys, services (such as
repairs) and special orders each highlighted
a decline in sales between new orders and
pickups and cancellations.
Cause for optimism?
It’s not all sour news for retailers; however, as the
latest ANZ-Roy Morgan Consumer Confidence
Index highlighted improving consumer sentiment.
The index rose by 3.6 points to reach 87.5, marking
the highest start to a new year since 2022. ANZ
economist Madeline Dunk said the expectation is
that consumer confidence will continue to improve
throughout 2025, supported by tax cuts, real wage
increases, and anticipated rate cuts.
“While it is not unusual for a confidence boost in the
first week of the year, this represented a top-three
result since the beginning of 2023,” she said.
Consumer confidence improved in New South
Wales, Victoria, Queensland, and Western Australia,
while a decline was noted in South Australia.
February 2025 | 13

News
Time to Thrive: Nationwide prepares
for annual conference on Gold Coast
Australia's largest jewellery industry buying group, Nationwide
Jewellers, has detailed plans for its upcoming annual Timeout
Conference.
Nationwide Jewellers represents more than 360 members and 420
stores across Australia, New Zealand, and Fiji. The group will gather
on the Gold Coast on 4-7 April for its annual Timeout Conference,
with this year’s theme ‘Time to Thrive’.
General manager Glen Pocklington said the conference program has
been designed to provide members with the insights and tools required
to generate sales growth ahead of forecast economic recovery.
“In selecting our theme, we recognised the importance for members to
prepare their businesses for the anticipated recovery of the economy in
2025,” he told Jeweller.
“Having navigated through years of reduced consumer spending on
discretionary goods, it is imperative that jewellery retailers implement
strategies to thrive and capture market share in 2025 and 2026.”
Among the items on the agenda are custom and bespoke jewellery,
capturing the bridal and engagement market, and enhancing aftercare
and repair services. Workshops will also provide hands-on sessions
addressing digital marketing.
Australia’s Longest
Operating Watch Brand
ClassiqueWatches.com
Become a stockist today 02 9290 2199
14 | February 2025
The conference will align with the Australian Jewellery Fair at the
Gold Coast Exhibition Centre on 7-8 April. It marks a return to the
Gold Coast for the Timeout Conference, with previous editions held
in Fiji and Brisbane.
Nationwide has also increased its financing program. Members can
now access a six-month interest-free allocation of between $30,000
and $80,000.
“We understand that many members will need to introduce new
ranges and replenish best sellers to meet their sales goals in 2025,”
Pocklington explained.
“This enhanced finance support is designed to ensure members
can seize opportunities at the fair and beyond.”
The theme of this year's conference dinner will be 'Denim &
Diamonds'. Nationwide will also announce the details of upcoming
international trips at the event, following successful voyages to
Spain and the US in the past year.

News
DKNY Watches: Australian industry
supplier unveils new partnership
Duraflex Group Australia (DGA) has confirmed it is the new distributor
of DKNY Watches in Australia and New Zealand.
Founded in New York City by Donna Karan and Stephan Weiss in the
early 1980s, DKNY specialises in a broad range of fashion products,
including watches.
DKNY was purchased in 2001 by Louis Vuitton Moët Hennessy, before
being sold again in 2016 to the G-III Apparel Group. In September 2021,
a long-term global licensing agreement was secured between the G-III
Apparel Group and Inter Parfums.
DGA managing director Phil Edwards revealed that discussions with
Inter Parfums regarding DKNY Watches began in August of the past
year. He said the strengths of the brand were quickly apparent.
“Since 1989, DKNY has evolved into a global lifestyle powerhouse, with
Donna Karan being one of the most iconic names in the fashion world,”
he told Jeweller.
“DGA was immediately drawn to the opportunity, as we believe there is
a gap in the market for an iconic international fashion brand focused on
ladies watches at affordable prices. DKNY also does not compete but
complements the other watch brands in DGA’s portfolio.
He continued: “Our decision was cemented after meeting with the
executive team working on DKNY and hearing their vision and strategy
for the global brand relaunch.”
As part of the global relaunch, DKNY Watches will introduce
a new collection designed around the brand’s signature NYCinspired
aesthetic.
With six distinct segments — Iconic, Everyday, Logo, Evening, Urban
and Active – there are more than 400 different products available in a
variety of designs.
“Locally, DKNY watches have demonstrated longevity in the Australian
and New Zealand markets. The global brand relaunch brings to market
watch collections that are completely new, reimagined, reinvented, ontrend
and very affordable,” Edwards explained.
“After a substantial review, we strongly believe that there are significant
opportunities for strong growth, with consumer perception of the brand
continuing to be extremely broad and positive.”
The relaunch will emphasise the increasingly important attribute of
affordability, with around 80 per cent of products priced below $300,
and will be supported by a comprehensive marketing campaign. For
retailers, the brand is available for order as of this month.
PEARL & OPAL JEWELLERY STYLED BY NATURE
wholesale.ikecho.com.au | 02 9266 0636 February | enquiries@ikecho.com.au
2025 | 15

On the Market
1 2 3
4
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FEBRUARY
Product
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Jeweller’s monthly compiled
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6 7
8
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February 2025 | 17

10 Years Ago
Time Machine: February 2015
A snapshot of the industry events making headlines this time 10 years ago in Jeweller.
February 2015
Historic Headlines
4 Widespread drop in gold jewellery demand
4 Valentine’s Day jewellery deals set to seduce
4 Blue Nile shifts to bricks-and-mortar retailing
4 De Beers profit climbs more than 30 per cent
4 Pandora jewellery strongest ever result
STILL RELEVANT 10 YEARS ON
"It’s not hard to have more money in
the bank at the end of December but
it’s what comes next that matters. It’s
important to spend time assessing how
to use these new funds."
READ ALL HEADLINES IN FULL ON
JEWELLERMAGAZINE.COM
Editor’s Desk
4Cut the claptrap, sell stuff and be proud
"Seriously, business isn’t that hard.
If you’re the CEO of a major company
and you find yourself having to dish
out such drivel to the media then
I’m tipping you have a few more
problems than you’re letting on.
Problems that are best explained
by the CEO’s next comments: “So
what else have we done? Well, we
have put more colleagues in-store to
serve customers better and we have
made the products they want more
available at more affordable prices.
Duh. No wonder this business is in
trouble!"
Soapbox
ON THE COVER
LOLA AND GRACE
4 Stand out and be social
"Facebook provides the opportunity
to connect with an entire community
of people who have similar interests
– in our case, jewellery – without
having to allocate a ridiculously large
advertising budget. I dare you to think
of another form of media that presents
such a strong business case!
And the most exciting thing is that
he surface has barely been scratched
in regards to the use of social media
in the fashion and jewellery industry.
As with everything in life, we are
only limited by the capacity of our
imagination and passion."
Trevor Ross Brown
Gold Jewellery 2000
Apple learns from jewellers
With the announcement that it will release
an 18-carat gold model of its smartwatch,
Apple’s retail outlets may soon start to
resemble those of traditional jewellery
stores.
The technology giant confirmed last year that
one of the three variations of its Apple Watch –
which is expected to be released in April – will
feature an 18-carat rose or yellow gold case.
Although the company was forthcoming on
the details about its new device, no comments
were made on the pricing for the highend
Apple Watch Edition. However, many
speculated the collection could be priced in the
thousands, rivalling luxury watch brands such
as Rolex.
Buying groups hit back
over Pandora
Pandora’s surprise decision to end its
working relationship with Australia’s
jewellery buying groups has been met by
the heads of each group with a combination
of shock, disappointment
and pragmatism.
In the wake of Pandora Australia
president David Allen meeting with
Nationwide Jewellers, Showcase
Jewellers and Leading Edge Jewellers
last week to explain the reasons behind
the decision for Pandora to "discontinue
its partnership with buying groups”,
all three groups have expressed concern
about implications going forward.
Nationwide Jewellers managing director
Colin Pocklington said, “I have written to
Pandora advising of our disappointment
that they have undervalued the
contribution that we made towards our
mutual Pandora business.”
Local market welcomes
Thomas Sabo collection
The new Thomas Sabo watch and jewellery
collection has been unveiled to local media
and celebrities in an effort to increase
brand awareness and consumer demand.
Thomas Sabo’s Spring/Summer 2015 range
was showcased at an exclusive launch event
held in Sydney on Tuesday, 3 February.
Approximately 80 people attended the
event, including media personalities
Rachael Finch, KylyClarke and Luke Jacobz,
as well as a number of consumer lifestyle
magazine editors. Hanny Freund, an
international Thomas Sabo representative,
was also present.
New leadership for
Showcase Jewellers
More than six months after the abrupt
departure of Showcase Jewellers’ former
CEO, a new leader has been named to head
the jewellery buying group.
Carson Webb, general manager of Showcase
parent company, JIMACO, has been
appointed to the role effective immediately.
As previously reported by Jeweller,
Showcase was led by Michael Mishevski
until June 2014 when he was asked to step
aside while an investigation was conducted
into JIMACO’s operations. One month later,
Mishevski announced his resignation, stating
he had decided it was “time for a change”.
JIMACO chairman George Proszkowiec
said Webb, who joined the company in 2011,
had been appointed to the role following
a comprehensive executive search and
strategic review of JIMACO’s internal
structures.
18 | February 2025

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February 2025 | 19

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Passionately educating the industry, gem enthusiasts
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REVIEW
Gems
Gemmologists who changed the game:
Dr. William (Bill) Hanneman
Dr. William (Bill) Hanneman (1928-2021),
known by many as Dr. Bill, was a monumental
and inventive figure in the world of
gemmology.
Hanneman applied his unique perspective
to the study of gemmology and, through his
undeniable intellect, revolutionised many
areas of the gemmological field.
An accomplished scientist, Hanneman
completed his undergraduate degrees at
the University of Illinois, Urbana-Champaign
and his PhD in Organic Chemistry at the
University of Nebraska.
Hanneman worked as a research analytical
chemist for the DuPont Research lab,
the Standard Oil/Chevron Refinery, and the
Kaiser Center for Technology. Gemmology
was introduced to Hanneman by his father,
a gemstone cutter, and remained a passionate
hobby throughout his life.
Hanneman became concerned about the cost
of pursuing a formal gemmology diploma
and set out to make gemmology more widely
accessible.
He tackled this issue with practical solutions,
including designing and producing the
Hanneman Gemmological Instruments,
including the polariscope and dichroscope
pocket kits and a range of gemstone filter kits.
Based on their composition, structure, and
impurities, gemstones absorb, reflect, and
transmit light differently. Filters enhance these
differences, making them easier to observe.
For example, the Chelsea Filter, which
transmits deep red and some yellow-green
light, detects chromium and cobalt content in
gemstones and often identifies synthetic or
treated stones, such as natural emeralds from
green glass.
The Hanneman instruments were made as
cost-effectively as possible, keeping prices
down and making them affordable for anyone
interested in gemology.
Hanneman was a prolific writer on the subject
of gemmology, authoring several books,
including: Guide to Affordable Gemology,
Determinative Gemology – A Key to Arem’s
Color Encyclopedia of Gemstones, and
Pragmatic Spectroscopy For Gemologists.
Dr. William (Bill) Hanneman (1928-2021). Well-known for his many contributions to gemmology, he is pictured here at left
with friend and fellow gemmologist Alan Hodgkinson.
Among his other titles are: Naming Garnets:
Sinkankas Symposium 2008, Naming Gem
Garnets, Guide to Affordable Gemology and
Determinative Gemology: A Key to Arem’s
Color Encyclopedia of Gemstones, as well as
additional guides.
His background in chemistry offered a
unique and insightful perspective on the
subject. Hanneman developed his diamond
cut grading system to make evaluating
diamond cuts easier.
He called this system the Hannemen Diamond
Cut Grading System, and it remains available
for free at the International Gem Society (IGS)
and Canadian Institute of Gemology.
Hanneman's vast knowledge of gemmology
and his contributions to the field make his
position as a 'self-ordained gemmologist'
quite extraordinary.
Despite this unofficial credential, his
dedication and knowledge of the subject
were internationally recognised.
The Accredited Gemologists Association
(AGA) twice honoured him with the Antonio C.
Bonanno Excellence in Gemology Award.
“Dr. Hanneman has dedicated decades to
providing gemologists with practical solutions
to many of gemology’s big challenges,” said
AGA president Stuart Robertson at the time.
The International Society of Appraisers also
awarded him an Industry Service award.
In addition to his dedication to gemmology
and impressive career in chemistry, Hanneman
was a keen fly fisherman. He developed the
Common Cent System to measure fishing
rods, proving his innovative spirit and
unquestionable intellect.
Hanneman has left an undeniable legacy in
gemmology and is praised worldwide for his
contributions and unique perspective.
Robert James, president of the International
School of Gemology, summarised his
contributions to the field as follows: "He was an
iconoclast who simplified the concept of gem
identification and made it more affordable and
understandable for so many in the industry.”
Hanneman, who had been married for
65 years, passed away at 93. He left behind
four children: one granddaughter and three
great-grandchildren.
Teaghan Hall is a fine art graduate with a
specialised interest in antique jewellery. She works
in the antique jewellery trade and has written for
various industry publications while studying with
the Gemmological Association of Australia.
For more information on gems and gemmology,
visit www.gem.org.au
February 2025 | 21

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22 | February 2025

ENGAGEMENT JEWELLERY
Digital Brides
BRIDAL JEWELLERY IN THE DIGITAL AGE
Graff
February 2025 | 23

Digital Brides | ENGAGEMENT JEWELLERY
GRAFF
"If a tree falls in a forest and no one is
around to hear it, does it make a sound?"
This head-scratching philosophical question
has been endlessly debated, highlighting the
importance of observation and perception.
A commonly accepted explanation is that the
falling tree does not make any sound because
all sound is vibration transmitted to our senses
through the ear. The falling tree would cause
vibrations in the air; however, if no one is
listening to it falling, there is no sound.
When selling bridal and engagement jewellery,
viewing your business from a similar perspective
can be helpful.
Your store may offer the crème de la crème of
jewellery — dazzling diamonds and eye-catching
colour gemstones, each crafted into intricate designs
by experts who take tremendous pride in their work.
If consumers don’t observe and perceive your
engagement jewellery, what does it amount to?
For independent jewellery retailers, the science is
settled when it comes to the advantages offered by
a comprehensive digital marketing strategy.
Digital marketing allows jewellery retailers to reach a
wider audience beyond the four walls of the store.
Leveraging social media platforms will enable
retailers to reach customers who may not know
their business exists, but once they do, they won’t
soon forget it.
Social media is the ideal platform for promoting
jewellery because it is based on aesthetics.
By sharing high-quality images and videos,
retailers can drive interest among customers.
PINK KIMBERLEY
AUSTRALIAN CHOCOLATE
DIAMONDS
Search engine optimisation (SEO) ensures that
when local consumers begin researching jewellery
ahead of their engagement and wedding, your
business and your products will be considered.
These are just the obvious benefits of a
comprehensive digital marketing strategy.
If consumers don’t
observe and perceive your
engagement jewellery, what
does it amount to?
The strategy also provides adaptability, as your
website or social media can be quickly updated
to reflect changes within your business and
broader trends and preferences.
How do you know when to showcase this
adaptability? Digital marketing also allows for
valuable customer feedback, whether in the form
of reviews or simply by monitoring which products
and collections generate the most interest online.
It’s also a cost-effective strategy for ‘getting your
name out there’ compared with traditional marketing
methods. Because the results are easy to track
and study, ineffective methods can be discarded,
and those that work well can be redoubled.
Finally, a strong social media presence combined
with a professional, functional, and attractive
website even the playing field between independent
jewellery retailers and large brands and chains.
IKECHO
Where do I start?
The appeal of more customers and increased sales
is obvious; however, when is anything ever that easy?
It can be challenging to know where to begin.
It’s not as if every digital marketing strategy is a
successful one. For those entering the arena for
the first time, it can devolve into a time-intensive
and costly pursuit. Many retailers highlight these
two factors when asked why they’ve avoided
digital marketing.
With that in mind, Independent Jewellers Collective
(IJC) CEO Joshua Zarb says his group has been
heavily invested in this area since its formation in
2020. He says it’s essential to bring the process
back to basics.
“From a digital perspective, it all starts with clear
and consistent imagery of designs. Specifically, this
means consistent angles, colourations, and videos
in all styles and designs,” he tells Jeweller.
“In terms of ranging, customers will shop by either
shape, colour, or style – so you must ensure that your
website allows clients to select designs with easy-touse
filters with minimal clicks to view and purchase.”
“Once the basics are in place, you can promote your
designs via direct email marketing, social media, and
other avenues. I think it is just as important to have
an area in-store dedicated to bridal jewellery that at
least represents your digital offer in-store.”
Showcase Jewellers managing director Anthony
Enriquez says that when constructing a digital
marketing strategy for bridal and engagement
jewellery, the strengths of the internet as a
medium must be considered.
He suggests that capitalising on social media's
‘visual storytelling’ aspects is critical to
connecting with consumers.
24 | February 2025

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“It’s important to use high-quality imagery and
videos showcasing the sparkle, craftsmanship,
and emotional connection of bridal jewellery,”
Enriquez explains.
“Retailers can leverage social proof by featuring
testimonials, real customer stories, and usergenerated
content to build trust and authenticity.”
He continues: “Including online and in-store
experiences, such as offering virtual consultations
or click-and-collect services. This tailored
approach aims to empower members of the
buying group to thrive in a challenging yet
opportunity-rich retail landscape.”
Over the past decade, an increasing interest in
custom-made and bespoke jewellery among
consumers has been noted among Australia’s
jewellery retailers.
Nationwide Jewellers general manager Glen
Pocklington says that a comprehensive digital
strategy should be central to gaining a share
of this market.
“It is important for our members to capture more
business in the expanding custom design market,”
he explains.
“For today’s consumer, the purchasing journey
often begins at home with hours of online
research before they will even set foot in a store.”
Pocklington adds, “We’ve made it a priority to
assist members with integrating various jewellery
design plugins into their websites. These plugins
are all aimed at providing an interactive and
engaging starting point for the consumer’s
custom design experience.”
Where are we going?
One of the most interesting discoveries of
Jeweller’s 2024 State of the Industry Report
was the amount of jewellery retailers without a
business website.
At the time, research revealed that of the 2,010
independent jewellery stores in Australia,
around 600 did not have a website! Among those,
around 280 had a digital presence in the form
of a Facebook account, while a further 55 used
Instagram as their primary platform.
Perhaps the most surprising detail was that more
than 250 retail jewellery stores — 13 percent of
the total market — had no digital presence.
Joshua Zarb
Independent Jewellers
Collective
"Larger centre stones
and thinner bands are
obviously on trend, but
we have worked hard to
ensure the designs will
still last for generations."
Glen Pocklington
Nationwide Jewellers
“For today’s consumer,
the purchasing journey
often begins at home with
hours of online research
before they will even set
foot in a store."
Anthony Enriquez
Showcase Jewellers
"There’s been a
definite shift towards
personalised and
unconventional designs,
incorporating colour
gemstones, mixed metals,
and custom engraving."

February 2025 | 27

Digital Brides | ENGAGEMENT JEWELLERY
NINA'S WHOLESALE
JEWELLERY
The research also highlighted the increasing
importance of jewellery retailers without
a storefront. These include designers and
manufacturing (bench) jewellers from
professional workshops or studios.
Among this group were ‘showroom’ jewellers,
a business that does not carry stock that a
consumer purchases directly off the shelf.
Showrooms can also operate virtually under a
serviced office arrangement, without staff or stock.
The rapid rise of these businesses highlighted
significant changes in jewellery retail.
They challenged the conventional need for a
brick-and-mortar store and underlined
the value of a digital marketing strategy.
“Over the past two years, we’ve seen continued
growth in the demand for custom-designed
bridal and engagement jewellery – a trend
that began around 15 years ago and shows
no signs of slowing," Pocklington explains.
"As a result, many retail jewellers have reduced
their stock holdings of finished pieces, instead
focusing on offering personalised, made-toorder
designs to meet customer expectations
for unique jewellery.
“This ongoing shift has also led to the rise of online
retailers – both domestic and international –
entering the custom design market.
BECKS
28 | February 2025
ELLENDALE
DIAMONDS
"These businesses typically operate with limited
showroom hours or by appointment only,
reflecting the increasingly bespoke nature of
the engagement jewellery market.”
What’s trending?
You’ve decided to embrace digital marketing for
your jewellery business. What should you showcase
regarding bridal and engagement jewellery?
Unsurprisingly, Australia’s three jewellery industry
buying groups — representing around 600 stores
— have received similar feedback about what’s
popular among today's brides and grooms.
Digital marketing offers a
solution, enabling retailers
to reach a broader audience
and promote their products.
Lab-created diamond jewellery dominated
discussions because it appeals to the desire
for affordable luxury. Zarb says that for retailers
choosing to stock these products, emphasising
the opportunity for customers to have the ‘ring
of their dreams’ while sticking to a budget
shouldn’t be overlooked.
“We have spent so much time ranging and
designing collections that reflect modern bridal
and engagement designs. Larger centre stones
and thinner bands are obviously on trend, but we
have worked hard to ensure the designs will still
last for generations,” Zarb reveals.
“The influence of lab-created diamonds in the
marketplace cannot be ignored. For those
stores that choose to sell lab-created diamonds,
it really allows their clients to design and wear
the ring they have always dreamed of, as they are
likely to find a way to get it to fit their budget.”
Enriquez echoed these sentiments and says that
because custom-made and bespoke jewellery
is often associated with significant life events,
it’s unsurprising that it remains popular with
today’s consumers.
“We’ve certainly taken note of the popularity
of unique designs. There’s been a definite shift
towards personalised and unconventional designs,
incorporating colour gemstones, mixed metals,
and custom engraving,” he explains.
“There’s an increased demand for sustainable
options and ethically sourced materials along with
lab-created diamonds. A minimalist aesthetic is
particularly popular, with elegantly simple designs
with delicate settings and slim bands resonating
with today’s couples.”
Custom-made and bespoke jewellery designs
make each piece unique, helping consumers stand
out among a sea of mass-produced adornments.
Personalisation allows customers to convey their
style, beliefs, or interests, adding depth to their
fashion choices.
“The trend toward individualisation and uniqueness
is reshaping the way jewellers approach their bridal
and engagement offerings, with customisation now
seen as a core service rather than a niche option,”
Pocklington adds.
“We are witnessing demands for more colour
gemstone options, oval and elongated shapes,
stackable and mixed metal bands, minimalist
designs with a twist, recycled metals or
‘vintage revivals’, and a growing popularity
for lab-created diamonds.”
What are you waiting for?
A comprehensive digital marketing strategy is
increasingly important for retailers, particularly
those selling bridal and engagement jewellery.
Jewellery retailers are increasingly facing
competition from various sources. Digital
marketing offers a solution, enabling retailers
to reach a broader audience and promote
their products.
Consumer preferences are constantly evolving;
however, digital marketing allows retailers to adapt
quickly to change while high-quality imagery and
consistent branding continue to drive interest.
The evolving nature of jewellery businesses
in Australia has highlighted the value digital
marketing can offer retailers aiming to meet the
needs of consumers - whether it be with natural
or lab-created diamonds, colour gemstones, or
something altogether unique and personalised.
Regardless of what you choose to stock in
your jewellery store, consumers need to
know about it! Embracing digital marketing
keeps independent jewellery retailers in the
conversation with consumers planning a
marriage, which is crucial to staying
competitive and relevant in an evolving market.
Engagement
Jewellery
on Jeweller
SCAN TO READ
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February 2025 | 29

BUSINESS OF BRANDS
Pandora's New Era
After significantly expanding its retail
presence in Australia over the past
year, the world’s largest jewellery
brand, Pandora, is now turning its attention to
strengthening relationships with independent
jewellery retailers.
With a stated objective of working closer with
independent retailers in the future, Pandora’s
strategic shift may have significant implications
for the broader jewellery industry.
Travis Liddle, managing director of Pandora in
Australia and New Zealand, says that 'rekindling
the romance' between the brand and independent
stores will be a priority in the coming years.
“In 2024, we took a significant step with our
largest store expansion since 2016, making
Pandora more accessible to consumers than
ever before,” he tells Jeweller.
“This growth has been crucial in raising brand
awareness and building excitement.
"Looking ahead, we will focus on steady growth
with our standalone stores.”
This could be good news for the local industry
because, for more than a decade, an important
question has often been pondered:
Who is going to be the next Pandora?”
There are many reasons why this question has
been asked so frequently. Pandora transformed
the international jewellery industry, changing
long-held store practices, altering the modern
understanding of marketing, and even how
consumers perceive jewellery.
From humble beginnings in the early 1980s in
Denmark, the brand exploded in popularity in
the early 2000s, with charm bracelets becoming
an ‘overnight sensation’ worldwide.
While the factors behind the rapid rise of a once
otherwise unremarkable jewellery brand remain
a matter of opinion, the result is clear.
Sold in more than 100 countries from more
than 7,800 stores, Pandora is the world’s
largest jewellery brand.
“Pandora’s journey in Australia started off small,
and it’s important to always remember where we
came from,” Liddle explains.
“In the early days, we quickly realised that being
a great brand wasn’t enough — we had to grow
into a great retailer as well, and these early
lessons have shaped who we are today.
“That said, we also recognise that some of the
businesses that helped us get to where we are
now may have felt overlooked along the way,
and that’s something we truly regret.”
Sold in more than 100 countries
from more than 7,800 stores,
Pandora is the world’s largest
jewellery brand.
These comments refer to a significant shift in
Pandora’s strategy in the local market, which
occurred around 15 years ago, following the
brand’s rapid rise to dominance.
Within five years of the brand’s first appearance
at the International Jewellery Fair in Sydney
in 2005, Pandora was stocked by more than
700 independent jewellery stores in Australia.
By 2010, the brand also operated around 40
'concept stores’, a term used to describe both
company-owned and franchise stores.
However, Pandora’s retail distribution strategy
in Australia would change significantly over the
next two years. The network of stores owned by
the brand became the emphasis, and the
number of stockists was dramatically reduced.
By 2020, Pandora’s retail channel appeared
significantly different from its heyday.
According to Jeweller’s 2020 State of the Industry
Report, Pandora had just 124 independent stockists
and operated 125 concept stores.
Lessons learned
Undoubtedly impacted by the global COVID-19
pandemic, these figures only modestly changed
by the 2024 State of the Industry Report. At that
time, the brand operated 129 concept stores
and was sold by 114 stockists.
Pandora’s decision around 2011-12 to reduce
stockists and prioritise company-owned stores was
a crushing blow for many independent jewellery
retailers, most of which were small family businesses.
Liddle says the value of local knowledge and a
connection with an established consumer base
cannot be understated.
“Many of these independent jewellers are wellrespected
in their communities, with long-standing
customer relationships, and they present Pandora
products in a remarkable way,” he explains.
“Their expertise and the trust they've built with their
loyal customers bring true value to any brand they
work with, as people are generally more open to
trying new things from stores they know and trust.”
He continues: “We’re fully committed to reconnecting
with these partners, adding value, and working
together more closely moving forward.”
While regret is a powerful word, it must be said
that Pandora has readily acknowledged the negative
impacts associated with shifting away from wholesale
partnerships since at least 2020.
Pandora Jewelry CEO Alexander Lacik is reported
as saying: “There hasn’t been an awful lot of attention
to multi-brand stores [independent stockists] in the
last few years. The push has been [company] owned
and [franchise] operated stores."
PANDORA MILESTONE
1982
Pandora is founded in
Copenhagen, Denmark, by Per
Enevoldsen and his wife Winnie.
30 | February 2025
1989
Pandora begins
manufacturing
jewellery in Thailand.
2000
Pandora launches its first
charm bracelet with a
patented threading system.
2004
Pandora enters the Australian
jewellery market.
2005
Pandora appears at the
International Jewellery Fair in
Sydney for the first time.

Business of
Brands on Jeweller
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ONLINE & MORE
He continued: “We have seen there are some
opportunities that we have forgone by reducing
the multi-brand presence so much.
"A lot of new customers might come through a
multi-brand rather than a concept store.”
With the pandemic firmly in the rearview mirror and
analysts offering optimistic forecasts about improving
trading conditions and rising consumer confidence in
the year ahead, Pandora is planning for better days.
According to Liddle, other changes are afoot: “At the
same time and across the coming few years, we aim
to upgrade 75 per cent of our existing network to our
new store design, which will help generate buzz and
breathe new life into the brand.”
Challenging convention
The story of Pandora has captured the
imagination of the broader jewellery trade for nearly
two decades. After all, who wouldn’t want their
business to become an ‘overnight’ sensation?
Pandora symbolised a significant shift in consumer
preferences and was a central figure in the
widespread adoption of branded jewellery.
The brand has also consistently drawn ire and
praise for challenging the conventions of the trade,
particularly concerning ‘fashion’ and ‘fine’ jewellery.
The industry broadly defines fashion products as
made from base metals such as copper, brass,
leather, or plastic. Fashion jewellery also includes
gold and silver-plated base metal products and
'simulated gemstones' made from glass and crystal.
Many traditional jewellers were quick to dismiss
Pandora as merely the latest ‘fashion’ flavour of
the month; however, the validity of that criticism
was soon questionable at best.
As the brand incorporated ‘fine’ jewellery
elements into its designs, the already blurry lines
of demarcation became increasingly irrelevant.
Liddle says that challenging convention
will remain a priority in the years ahead.
“Pandora’s evolution from being primarily a
‘fashion’ jewellery brand to incorporating
elements of ‘fine’ jewellery, such as pearls
and lab-grown diamonds, reflects our response
to shifting consumer preferences,” he says.
“Today’s customers are looking for timeless,
high-quality pieces that combine elegance
with sustainability and affordability.
“We expect this trend towards fine jewellery to
continue as we expand our use of premium
materials such as pearls, while still offering
designs that maintain the versatility and
accessibility Pandora is known for.”
Observe & Report
Pandora Essence is one of these new collections,
featuring contemporary designs. At launch, more
than 50 pieces were available, including necklaces,
rings, and earrings made with cultured pearls.
Pandora described the collection as a challenge to
broader perceptions of the brand by highlighting
products beyond charms and bracelets. Liddle says
that, to date, the experiment has been a success.
“Our goal is to create pieces that resonate with
customers looking for both sophistication and
emotional connection, offering a wide range of
options suitable for every occasion and stage
of life,” he explains.
“By blending fine jewellery with our signature style,
Pandora remains a brand that appeals to a broad
audience, balancing high-quality craftsmanship
with lasting value.”
"Pandora's journey in Australia
started off small, and it's
important to always remember
where we came from."
TRAVIS LIDDLE
PANDORA AUSTRALIA & NEW ZEALAND
With these goals in mind, what exactly are today’s
young jewellery consumers searching for?
Well, it depends on who you ask!
Personalisation and customisation remain ‘hot
topics’, reflecting the desire for unique jewellery
that expresses character and identity.
The term ‘affordable luxury’ has been bandied
around for many years and remains popular as
discretionary spending and consumer confidence
wilts under cost-of-living pressures.
Coinciding with the need for budget-friendly jewellery
is a preference for minimalism and versatility.
Liddle says that while Pandora may have a global
presence, the brand is conscious of the unique
characteristics of Australian consumers.
“While there are many similarities between our
more established markets in Europe and the US,
Australian consumers have their own unique
preferences,” he says.
“They truly value affordability, sustainability, and
building an emotional connection with the brand.
Australians tend to focus on high-quality, versatile
jewellery that stands the test of time, rather than
following fleeting trends.
“Our Moments Collection [Charms & Carries] is
still a huge favourite here, but we’ve been excited
by the amazing response to our latest collections.”
The brand's adoption of lab-created diamonds
in 2021 with the UK launch of Pandora Brilliance
was evidence to many that the category would
eventually find a resting place as fashion jewellery.
Two years after the launch of that collection, three
lab-created diamond jewellery collections were
released in Australia.
Liddle says that while consistently declining prices
have increased competition, it’s also encouraged
the brand to explore new ways of ‘standing out’
in a busy crowd.
“What really sets us apart is that we offer more
than just diamonds; we deliver a complete brand
experience that’s rooted in ethical sourcing,
sustainability, and great design,” he explains.
“Our diamonds are part of a broader jewellery
collection that connects with customers on an
emotional level and reflects their values.
“While the competition may be tougher, we’re
focused on delivering value that goes beyond price,
offering pieces that not only look beautiful but also
align with what our customers care about.”
The rapid rise of Pandora from a softly-spoken
brand to a global powerhouse reshaped the
international jewellery industry. More than a
decade ago, the decision to shift away from a
strong network of independent jewellery
retailers left many feeling sidelined.
Pandora readily acknowledges this sentiment, and
as planning for the future continues, independent
retailers may play an important role in the next
chapter of this captivating story. While the future
is uncertain, Pandora plans to build its next strategy
around proven factors – bringing yesterday's
‘winning moves’ to tomorrow’s market.
With Australian consumers valuing affordability,
versatility, and personalisation, the brand is
positioned to succeed by continuing to challenge
convention by blending fine jewellery staples
with the signature style that took Pandora
to the top of the mountain.
Editor's Note: Readers should note that the research
for this story started in late 2024, with an interview
completed in January. On 6 February, Travis Liddle
announced he would be leaving Pandora with
his departure effective 28 February 2025.
2008
Axcel, the largest private equity
fund in Denmark, acquires a 60 per
cent stake in Pandora Denmark.
2010
Full ownership of its
distribution in Australia is
acquired by Pandora.
2016
Pandora opens its 2,000th
global concept store.
2021
Pandora announces it will no
longer use natural diamonds.
2023
Pandora
February
releases
2025
labcreated
diamond jewellery
| 31
collections in Australia.

2025 BUYING GROUP REPORT
UNIFIED VISION
STATE OF PLAY IN 2025
Australia’s Independent Jewellery Landscape
Around one-third of Australia’s
independent jewellery retailers
are members of one of the
industry’s three buying groups.
This representation among the broader market has
remained consistent over the past two decades. As
such, these groups are uniquely positioned to offer
insight into the most common trials and tribulations
the ‘average’ jewellery retailer may encounter.
Among the typical concerns voiced by independent
jewellery retailers are the depressed levels of
consumer confidence and discretionary spending
and the transient nature of product preferences.
These are not new challenges; however, increasing
competition from e-commerce businesses and the
rising necessity of digital marketing as technological
disruptions to conventional retail practices are more
pressing emerging obstacles.
The good news is that Australia’s three buying
groups are not only able to relay these concerns –
they’re also in a position to suggest solutions
based on the experiences of their members.
Nationwide Jewellers is Australia’s largest buying
group, with 290 members and 343 stores. The
group is also well represented in New Zealand,
with 73 members and 80 stores, and has one
member with five stores in Fiji.
General manager Glen Pocklington says the costof-living
crisis and the associated adverse retail
environment have affected consumer purchasing
patterns, particularly discretionary or luxury
products such as jewellery and watches.
With that in mind, he also says that there’s a new
issue facing today’s jewellery retailers – adjusting to
the rise of Black Friday Sales as a disruption to the
traditional end-of-year sales cycle.
“Black Friday as a retail event continues to expand
each year, and it’s shifting consumer spending
patterns by bringing forward purchases that
would traditionally take place closer to Christmas,”
he tells Jeweller.
“While it presents opportunities for promotions and
strong sales, it also disrupts the traditional holiday
sales period, creating both opportunities and risks
for jewellers.”
While adjusting to Black Friday’s increasing
importance may be a headache for some retailers,
it’s also an opportunity to capitalise on a wave of
consumer interest in these events.
Put simply, when customers tell you what they
want, give it to them!
Pocklington also highlighted the steady rise
of custom and bespoke jewellery as a pivotal
opportunity for jewellery retailers.
“On a more positive note, the demand for custom
design and bespoke manufacturing has remained
strong and consistent,” he says.
“This trend, which began gaining momentum about
15 years ago, has become a core service offering for
many of our members, allowing them to differentiate
themselves from mass-market retailers.”
Pocklington explains that with inflation almost under
control and interest rate cuts expected early this
year, jewellers must start planning for growth.
He says Nationwide’s strategy for supporting
members with new digital tools to prepare.
“Our member portal in our new accounts system
gives members easy access to their Nationwide
account, simplifying their interaction with our
accounts team,” he explains.
“In mid-2025, we will also launch our completely
revamped ‘Dashboard’, which will give members
24/7 advanced access to all our resources via
desktops and mobile devices.
“Members will be able to easily search for, find and
be directed to our preferred suppliers within each
jewellery category.”
He adds: “On the marketing front, Dashboard will
host our library of social media-ready images
and video content, allowing members to browse,
download and post from their devices with ease.”
Back to basics
Showcase Jewellers is Australia’s second-largest
buying group, accounting for 126 members and
155 stores in Australia, as well as 18 members
and 19 stores abroad in New Zealand and Vanuatu.
Managing director Anthony Enriquez highlighted the
ongoing challenges in securing stock and managing
inventory levels due to global supply chain issues.
Enriquez believes this was one of many areas
where buying group membership can be critical, as
members can leverage strong relationships with key
suppliers to overcome or at least limit this challenge.
“There’s also a growing preference for online
shopping, which has necessitated a stronger
digital presence and e-commerce capabilities, and
Showcase has focused on supporting members
more in this area,” he explains.
“Many members are grappling with interest rates
and inflation that have constrained consumer
spending, especially on discretionary items such
as jewellery. Increased competition from direct-toconsumer
brands and global online marketplaces
is also commonly reported.
It’s important to go back to the basics when
problem-solving because it removes complexity.
It’s easier to identify the underlying issues instead
of wasting time merely addressing symptoms.
Enriquez says that for jewellery retailers entering
the digital marketing arena, a simplified approach
often leads to more effective, actionable solutions
that are easier to implement and sustain.
“Showcase encourages members to invest in
user-friendly websites and robust online customer
service,” he says.
“Ensure staff are well-trained to deliver excellent
customer service and effectively communicate
the values of the business, especially in premium
categories such as bridal jewellery.”
A comprehensive digital marketing strategy allows
jewellers to capitalise on valuable customer data.
This might involve tracking purchasing frequency
and rewarding loyal customers with exclusive offers
at the most basic level.
Feedback or ‘satisfaction’ data can improve
products, services, and customer experiences.
“Retailers can use customer data to tailor marketing
strategies, predict trends, and optimise inventory,”
Enriquez continues.
“This may involve memorable in-store and online
experiences through customisation, loyalty
programs, and targeted marketing campaigns.
Although a little more advanced, leveraging tools
such as virtual try-ons and providing detailed
product descriptions can further enhance the
online shopping experience.”
Showcase offers a digital marketing toolkit, a suite
of customisable assets that assists members in
creating impactful online campaigns.
A virtual showroom enables members to showcase
products to customers online with detailed 3D views
and customisation options.
This is paired with a platform consolidating sales
and customer data, providing actionable insights for
better decision-making.
32 | February 2025
“On a more positive
note, the demand for
custom design and
bespoke manufacturing
has remained strong and
consistent.”
GLEN POCKLINGTON
NATIONWIDE JEWELLERS
“Retailers can use
customer data to tailor
marketing strategies,
predict trends, and
optimise inventory.”
ANTHONY ENRIQUEZ
SHOWCASE JEWELLERS
“Our stores have to ensure
that they cover all bases
and continue to offer a
unique experience in-store,
especially in the bespoke
jewellery design space.”
JOSHUA ZARB
INDEPENDENT JEWELLERS COLLECTIVE

MEMBERS - STATE BY STATE & TOTAL
Pairing physical and digital
The Independent Jewellers Collective (IJC) is Australia’s newest buying group,
formed in 2020. It’s been a rapid rise for the group, expanding to 82 members
and 102 stores in Australia within half a decade.
The enthusiasm around the group has undoubtedly been driven in part by the
industry experience of CEO Joshua Zarb, who formed IJC after departing Leading
Edge Group in 2018.
Zarb echoed the sentiments of Pocklington and Enriques and believes there has
been an undeniable increase in interest in custom and bespoke jewellery.
“The current retail climate is one of the most inconsistent I have seen over the
past 20 years,” he explains.
“Our retailers have to compete with lower margins on sales, fewer clients through the
door, and competition from ‘smaller footprint’ and online only retailers,” he explains.
“Over the past two years, we have seen a noticeable increase in boutique customdesign
retail spaces that typically have a destination focus with lower rents and
fewer stock holdings than traditional mainstream jewellery retail.”
Jeweller’s 2024 State of the Industry Report highlighted retailers operating without
a traditional storefront as an important aspect of the market.
These businesses include jewellery designers and manufacturing (bench) jewellers
operating from professional workshops or studios. They do not usually carry stock
and often deal in niche markets.
“They rely on clever and effective marketing strategies, which has always been a
struggle for independent jewellery retailers to do well, as they wear so many hats
within their businesses,” Zarb explains.
“Our stores have to ensure that they cover all bases and continue to offer a unique
experience in-store, especially in the bespoke jewellery design space.”
Zarb encourages jewellers to assess their in-store experience and recommends
offering a personalised, welcoming environment wherever possible.
Customers prefer a memorable and engaging experience over a limited selection,
attentive service and a comfortable atmosphere.
“It’s not a one-size-fits-all model, unfortunately, but I would say that ‘all’ current
independent jewellery retailers need to look at what their in-store experience is
currently,” he explains.
“Ask yourself: Would you rather buy engagement jewellery from a small range of
rings sitting on a shelf ready to go? Or would you choose to walk into a beautiful
environment and be greeted by an enthusiastic staff that is excited to choose a ring with
you? Or even better, design a ring alongside you? This is where we need to be better.”
A refined approach to in-store strategy must be coupled with digital marketing that
accurately represents what the business offers.
Since its inception, IJC has focused on this ‘unified vision’ approach. Zarb says that
retailers without a comprehensive digital marketing strategy are missing out on the
opportunity to connect with consumers.
“IJC spends time visiting, working with, and setting up stores with the above
considerations in mind. We like to think that we are leaders in retail experience
and marketing initiatives to support our stores,” he says.
“Over the past two years, we introduced a marketing subscription offer to support
our stores with thousands of modern bespoke jewellery designs, physical samples,
images, videos, social media and website content to assist them in bespoke design.”
Prepare for better days
Australia’s jewellery retailers face numerous challenges: some well-known and
others unfamiliar.
The industry’s buying groups are uniquely positioned to observe these issues.
Furthermore, they can identify the solutions retailers may consider when bidding
to convert these challenges into opportunities.
Each buying group has responded to evolving preferences in recent years by
enhancing its digital capabilities and offering new marketing tools.
While each group may have its unique areas of proficiency, together, they provide a
collective insight into the problems the average retailer faces and can provide solutions.
It’s proof that the old adage of ‘strength in numbers’ is still relevant today, as these
groups strive to help jewellery retailers adapt and thrive in a rapidly changing retail
environment.
YEAR NSW VIC QLD WA SA TAS ACT NT
AUS
TOTAL NZ FIJI
2025 106 58 60 22 27 8 7 2 290 73 1 364
2023 104 62 64 23 27 9 7 3 299 69 1 369
2022 108 63 64 23 29 9 7 3 306 69 1 376
2020 114 67 66 25 27 11 9 3 322 76 1 399
2018 108 77 67 30 33 10 8 2 335 70 1 406
2016 121 88 85 35 38 11 11 2 391 78 - 469
STORES - STATE BY STATE & TOTAL
YEAR NSW VIC QLD WA SA TAS ACT NT
AUS
TOTAL NZ FIJI
2025 119 75 70 22 39 9 7 2 343 80 5 428
2023 117 78 71 23 27 10 8 3 337 77 5 419
2022 117 80 67 23 29 10 7 3 336 79 5 420
2020 134 81 76 26 29 12 10 3 371 85 5 461
2018 127 94 82 32 34 10 12 2 393 75 4 472
2016 137 92 95 36 38 11 16 2 427 84 - 511
MEMBERS - STATE BY STATE & TOTAL
YEAR NSW VIC QLD WA SA TAS ACT NT
AUS
TOTAL NZ VU
2025 48 27 34 4 6 6 1 - 126 17 1 144
2023 59 27 31 4 6 6 1 - 134 18 1 153
2022 49 34 35 5 5 7 - - 135 17 1 153
2020 53 30 38 5 4 7 - 1 138 19 1 158
2018 61 30 40 7 5 8 - 1 152 26 1 179
2016 60 30 40 7 5 8 - 1 151 26 1 178
STORES - STATE BY STATE & TOTAL
YEAR NSW VIC QLD WA SA TAS ACT NT
AUS
TOTAL NZ VU
2025 53 34 48 6 7 6 1 - 155 18 1 174
2023 64 34 47 6 6 6 1 - 164 18 1 183
2022 60 42 50 7 6 7 - - 172 17 1 190
2020 65 42 57 7 4 8 - 1 184 19 1 204
2018 76 47 63 10 5 10 - 1 212 23 1 236
2016 81 40 68 12 6 9 - 1 217 28 1 246
MEMBERS - STATE BY STATE & TOTAL
YEAR NSW VIC QLD WA SA TAS ACT NT
2025 37 12 13 7 11 1 - 1 82 1 83
2023 29 9 10 7 11 1 - 1 68 1 69
2022 25 1 8 7 9 1 1 2 54 - 54
STORES - STATE BY STATE & TOTAL
YEAR NSW VIC QLD WA SA TAS ACT NT
2025 44 12 19 8 13 1 - 5 102 1 103
2023 36 10 11 8 13 1 - 5 84 1 85
2022 32 10 10 8 10 1 1 6 78 - 78
AUS
TOTAL
AUS
TOTAL
NZ
NZ
GRAND
TOTAL
GRAND
TOTAL
GRAND
TOTAL
GRAND
TOTAL
GRAND
TOTAL
GRAND
TOTAL
February 2025 | 33

2025 BUYING GROUP REPORT
Facts & Figures
FIGURES THROUGH TIME
History in
Numbers
The enduring presence of three
retail jewellery buying groups
paints a fascinating picture of the
Australian jewellery industry.
The retail environment is vulnerable to rapidly
changing consumer preferences, weakened
consumer confidence and discretionary spending,
and broader economic pressures; however, the
data clearly shows that Nationwide Jewellers,
Showcase Jewellers, and Independent Jewellers
Collective each must be doing something right.
Collectively, these three organisations continue
to represent a significant share of the market,
underscoring the enduring appeal of their unique
membership models for retailers, even during
‘tough times’. The key is the percentage of stores
they represent across the national retail store count.
If we turn back the clock to 2010, Australia’s three
buying groups — which at the time included Leading
Edge Group and not the Independent Jewellers
Collective — accounted for 32 per cent of the local
independent jewellery retail market, which
consisted of 2,699 jewellery stores, excluding
chain and brand-only stores.
By the time of Jeweller’s 2024 State of the Industry
Report, that market had shrunk to 2,010 independent
stores, a decline of around 26 per cent.
Despite the market’s contraction, membership
remained at 523 members and 607 stores across
three buying groups – with Independent Jewellers
Collective replacing Leading Edge Group - around
29 per cent of the market.
This percentage continuity suggests that, even in the
face of a shrinking independent jewellery retail base,
membership in a buying group remains an attractive
proposition for business owners seeking stability and
support.
This conclusion remains justifiable today, as the
three buying groups represent 498 members
and 600 stores across Australia.
Some recent - and yet to be finalised - research
points to the closure of more stores in the past 12
months, as poor worldwide economic conditions
have impacted consumer confidence and
discretionary spending.
If these trends hold true by the time this research
is concluded, the three groups will represent
approximately 30 per cent of the market as of 2025,
which remains consistent with the 2010 study.
International appeal
Nationwide Jewellers, Australia’s largest buying
group, has seen a decline in membership since
the COVID-19 pandemic. As of December 2024,
Nationwide Jewellers accounted for 290 members
and 343 stores in Australia.
It should be noted that since the data was collected
for the 2024 State of the Industry Report (November
2023) this represents a minor decrease of nine
members and an increase of six stores.
MEMBERS HISTORICAL TREND – AUSTRALIA
YEAR NW SC LEJG IJC TOTAL
2025 290 126 - 82 498
2023 299 134 - 68 501
2022 306 135 52 54 547
2020 322 138 89 - 549
2018 335 152 135 - 622
2016 391 151 139 - 678
2014 355 185 111 - 651
2012 371 188 103 - 662
2010 391 190 88 - 669
STORES HISTORICAL TREND – AUSTRALIA
YEAR NW SC LEJG IJC TOTAL
2025 343 155 - 102 600
2023 337 164 - 84 585
2022 336 172 80 78 666
2020 371 184 124 - 679
2018 393 212 195 - 800
2016 427 217 186 - 830
2014 424 261 163 - 848
2012 433 266 157 - 856
2010 435 274 151 - 860
» NW: Nationwide Jewellers
» SC: Showcase Jewellers
» LEGJ: Leading Edge Group Jewellers
» IJC: Independent Jewellers Collective
A key factor in Nationwide’s ability to weather the
volatility of the modern market, according to general
manager Glen Pocklington, was the formation of
the Global Jewellers Network.
“Together with the Independent Jewelers
Organisation[USA] and The Company of Master
Jewellers [UK], Nationwide formalised the ongoing
networking between three of the leading jewellery
groups in the world,” he tells Jeweller.
“After the COVID-19 pandemic, our groups have
been able to interact face-to-face, with Colin
Pocklington visiting the Company of Master Jewellers
headquarters in 2023 and Jeff Roberts [IJO]
bringing a group of his members to the International
Jewellery Fair at Darling Harbour in 2024.”
He continues, “The ongoing collaboration of our
three groups helps us identify new suppliers,
trends, and marketing initiatives to develop for
our respective member stores.”
As a way tocontinue strengthening these
relationships, Glen Pocklington will attend the
upcoming IJO Show in Palm Springs, US.
Sticking with the fundamentals
It’s been a similar story for Australia’s second
largest buying group, Showcase Jewellers, which,
as of December 2024, boasts 126 members and
155 stores.
Since late 2019, the group has experienced a
relatively modest decline of 12 members and
29 stores.
Managing director Anthony Enriquez attributes this
resilience to the importance of fundamental retail
support.
“There’s value in centralised buying power and
negotiating competitive terms with suppliers to
help members manage costs plus ensure the
best product selection to meet market needs,”
he explains.
“Showcase offers targeted training and workshops
led by experts on topics including digital marketing,
customer engagement, and product trends. We
also provide a range of pre-designed campaigns
and templates for members to use across social
media and traditional platforms to strengthen
marketing efforts.”
“We’ve also partnered with software providers to
streamline inventory management, point-of-sale
systems, and e-commerce platforms and offer
members rewards through a tiered program of
benefits.”
The group has taken steps to streamline inventory
management, point-of-sale systems, and
e-commerce platforms while offering members
a rewards program based on tiered benefits.
New kid on the block
Last but certainly not least, the Independent
Jewellers Collective, founded by CEO Joshua Zarb
in 2020, has seen impressive expansion since
its inception. As of December 2024, the group
comprises 82 members and 102 stores.
While Zarb insists that the group isn’t interested in
a rapid rise to market dominance and has instead
focused on partnerships with only the most suitable
retailers, it’s clear that something is attracting waves
of business owners to the group.
“We have come a long way since 2020. I would say
that the most significant change for IJC members
would be in our support of custom jewellery design,”
Zarb explains.
“We have really focused on developing a complete
toolkit to support our stores in this space. This
includes physical printed marketing point of sale
support, digital marketing support, e-commerce
support and database communications.”
He continues: “We also have an in-house CAD
design team to offer our stores specialist assistance.
This is integrated into our IJC dashboard and
allows stores to get consistent, high-quality
CAD/CAM files manufactured by their preferred
manufacturing partner.”
Many hands make light work
Australia’s jewellery industry buying groups continue
to have strong representation in the retail market
despite unpredictable trading conditions.
Jeweller’s research indicates that the percentage
of retail jewellers that identify the benefits of a
‘strength in numbers’ approach has remained
consistent for 15 years, sitting at around 30 per
cent of the market.
While pessimism about the economy persists,
it has not undermined the perceived value of
membership within these groups.
Conversely, this data suggests that these adverse
conditions may have even encouraged retailers
to embrace the support of a buying group rather
than face the fight alone.
34 | February 2025

2025 BUYING GROUP REPORT
What happened to Leading Edge?
REFLECTION & CHANGE
Former buying
group shifts
strategy
During the research phase of the 2024
State of the Industry Report, the status
of Leading Edge Group Jewellers as an
industry buying group was reviewed.
Leading Edge Group Jewellers (LEGJ) is the
jewellery ‘division’ of the parent entity Leading Edge
Group Limited, which has members from seven
retail categories, including computers, appliances,
electronics, and books.
After deliberation, it was determined that LEGJ
would no longer be considered a genuine jewellery
industry buying group. This decision was reached
based on two factors.
The first was the significant decline in membership
within the group in the years before the report.
Leading Edge collapsed from 135 members
and 195 stores in 2018 to around 20 members
and stores in late 2023.
The second and perhaps more salient point was
Leading Edge’s decision to launch two wholesale
businesses: Troy Australia in 2021 and Diamond
Republic in 2023.
These companies provided wholesale products
to the broader retail jewellery channel and not
exclusively to members.
This positioned LEGJ as a competitor to the
preferred suppliers previously supporting the group.
More confusing, having established Troy Australia -
Leading Edge Group Limited then announced that
it had appointed it as a preferred supplier - which
meant the company had appointed itself as its
own preferred supplier!
In recent weeks, another change to Leading Edge’s
business model has provided evidence that the
decision to ‘revoke’ the group’s status was correct.
The Dream Collection
Jeweller was informed of the emergence of a
new online jewellery retailer.
It soon became apparent that this otherwise
unremarkable business had more to it than
meets the eye.
The Dream Collection showcases a variety of
jewellery, including rings, pendants, bracelets,
earrings, and necklaces, with retail prices
ranging between $14 and $1,199.
The website offers consumers very little information
about with whom they are dealing – not even
an email address or phone number.
The website listed four social media accounts.
The TikTok was not operational while it was
discovered that, of the 15 Instagram accounts
following The Dream Collection, at least 12
appear to be Leading Edge employees.
FINANCIAL
YEAR
Riverwise Pty Ltd
PROFIT/LOSS
ADJUSTED
2017 -$8,072,000 -$8,072,000
2018 $255,000 -$1,645,000
2019 -$5,869,000 -$5,869,000
2020 -$103,000 -$103,000
2021 $5,500,000 -$587,000
2022 -$3,992,000 -$3,992,000
2023 -$4,801,000 -$4,801,000
2024 $1,476,000 $1,476,000
TOTAL -$15,606,000 -$23,593,000
Riverwise Pty. Limited, the parent entity of Leading Edge Group,
has reported losses of more than $16 million since 2017. Profits
in 2018 and 2021 can be attributed to the sale of two businesses.
Factoring that in, adjusted P&L figures are shown above.
Further investigation revealed that Leading Edge
Group Limited (ABN 68 093 019 213) registered
the website (www.thedreamcollection.com.au)
as an “Incorporated Association.”
Interestingly, at the time of Jeweller’s initial report
(14 January), neither the Australian Business
Register nor ASIC displayed a record of
The Dream Collection as a company or business.
The Dream Collection website states that it is a
division of The Dream Collection Group Ltd;
however, government regulators do not show
any record of such a business.
However, on 21 January, five days after the report
was published, Leading Edge Group Limited
registered the business name ‘Dream Collection
Jewellery’ with the government regulator.
With that said, the so-called The Dream Collection
Group Ltd remains a mystery!
Confusing matters further
The same day Jeweller published the initial report
concerning The Dream Collection, an advertorialstyle
(promotional/advertisement) article appeared
in Jewellery World.
The article described the Dream Collection as
primarily targeting direct consumers. However,
statements from Claire Packett, former head
of category at Leading Edge Group and current
general manager of Diamond Republic, appeared
to contradict claims made on its website.
Confusingly, Packett suggested that despite The
Dream Collection operating as a direct-to-consumer
jewellery business, it can ‘benefit’ competing retailers
because it will be available at wholesale prices.
It should be noted that Diamond Republic’s website
does not mention The Dream Collection, and it is not
listed on the brand page.
Likewise, The Dream Collection website does not
mention Diamond Republic.
These matters were further confused by additional
comments Packett made about Leading Edge Group.
“The launch of Dream Collection is the latest
milestone in Diamond Republic’s impressive
turnaround story,” the article reads.
“Guided by its parent company, Leading Edge,
the business has restructured to achieve
consistent profitability, reporting a +$2 million
profit last year and recording monthly profits
ever since.”
It’s worth noting that Diamond Republic began
operating in 2023. If the above statement is
accurate, it suggests that Diamond Republic
was unsuccessful for its first two years.
That matter aside, there is further confusion
around the claim that Diamond Republic made
more than $2 million in profit over the past year.
Firstly, it is unclear whether the article refers to
gross profit or net profit.
Assuming this information is accurate, then it
paints an interesting picture of Leading Edge
Group Limited, which as mentioned, reported
a $1.4 million profit across the entire group
as at 30 June 2024.
In 2023, Jeweller reported that Leading Edge
Group Limited had lost nearly $10 million in just
two years. The company’s financial statements
revealed a loss of $5.06 million in 2023 and
$3.99 million in 2022.
The company’s most recent financial statements
(FY24) record a net profit of $1,476,000 on income
of $97,927,000, a 1.5 per cent profit margin.
Arguably, this was the first profit in eight years.
Leading Edge Group Limited has recorded losses
of nearly $16 million since 2017.
Its $255,000 profit in 2018 resulted from selling
a business unit (TBC Group Pty Limited)
for $1.9 million.
It was a similar story when a $5.5 million profit
was recorded in 2021 after a New Zealand
telecommunications business was sold for
$6.3 million.
Based on these adjusted profit and loss figures,
the trading results for the past eight years have
jumped from a $15 million loss to a $23 million
loss - an average deficit of $3 million annually.
Jeweller contacted Packett seeking clarification
on these comments, specifically to ensure that
the reporting in Jewellery World accurately
reflected the financial status of these companies.
At the time of publication, she had not responded.
Charlie Davey, CEO Leading Edge Retail Australia
was also contacted about the background of
The Dream Collection and other matters;
however, as at the time of publication he had
not responded to these requests.
The launch of The Dream Collection indicates that
Leading Edge Group was not only competing with its
preferred suppliers via Diamond Republic and Troy
Australia, now it also competes with the broader
retail market by operating a direct-to-consumer
jewellery business.
As such, the decision to no longer classify
Leading Edge Group Jewellers as a buying
group has been vindicated.
February 2025 | 35

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Buying Groups Report
Nationwide Jewellers
with Colin Pocklington, Managing Director
Est. 1991 | 1 BOARD MEMBER
NationwideJewellers |
@NationwideJewellers | 02 9418 0000 | nationwidejewellers.com
IN A NUTSHELL
What does Nationwide offer?
Connect with more than 130 preferred
suppliers with negotiated trade discounts.
Expert support in key areas of business.
Participate in unique business and leisure
experiences and overseas group tours.
What are the requirements for joining your
buying group?
A membership application needs to be
completed by a fine jewellery store that is not
located in the same area as an existing member.
What are the benefits of becoming a member
of your buying group?
Joining Nationwide Jewellers offers an
unparalleled suite of benefits to help jewellers
grow and thrive in an ever-evolving market.
Our members gain access to more than
130 preferred suppliers, both domestic and
international, with negotiated trade discounts.
We also provide expert support in key areas
of business – including marketing, business
analysis, gemmology, jewellery manufacturing,
and digital presence – ensuring our members
stay ahead of the curve.
We pride ourselves on building strong industry
connections. Through events and collaborations,
we offer opportunities to network with hundreds
of like-minded store owners and bench jewellers.
Members have access to a comprehensive
marketing library 24/7 and free business
coaching, including our Retail Jewellery
Business Management Course, which is
tailored specifically for jewellers.
Through Nationwide’s Travel department,
members can participate in unique business
and leisure experiences, such as our Antwerp
Diamonds Marketing Program, New York
Diamond District visits, and overseas group tours.
Finally, our Member Rewards Program lets
jewellers earn points to redeem for travel
or gifts, adding even more value to their
membership.
Becoming a Nationwide member means
tapping into a trusted support network that
drives business success while enhancing
the jewellery experience.
What costs are associated with membership
in your buying group?
There are no membership costs – no joining fees,
share purchases, security deposits, agency fees,
or administration fees. It costs nothing to be a
member of Nationwide Jewellers.
What kinds of promotional support does
your buying group offer members?
We build or upgrade Shopify websites
for members and can arrange expert digital
advertising and SEO services. Our in-house
creatives produce new marketing collateral
for all major retail events and provide our
members with artwork files for all their
in-store and online needs. Furthermore, we
maintain an extensive library of marketing
assets and resources on a member Dashboard.
In what ways does your buying group support
local jewellery manufacturers?
Many of Australia and New Zealand’s best
local manufacturers are on our list of
Preferred Suppliers. Suppliers can upload
details of new merchandise and special offers
to our supplier portal.
These offers are communicated to all members
weekly in our newsletter. We also invite our
preferred suppliers to exhibit at our Nationwide
events and provide each member with up
to $120,000 per year in interest-free finance
to spend with our suppliers.
What makes membership with your buying
group a unique opportunity?
The comprehensive industry expertise offered by
our team - just last month, a member who has
retired said being with Nationwide changed their
lives for the better, with great business advice
and opportunities they never imagined possible.
With hundreds of members in our group, our
events, including our overseas trips, provide
invaluable opportunities for networking and
sharing knowledge.
What significant events does your buying
group have planned for the coming year?
Nationwide Jewellers has an exciting calendar
of events planned for 2025.
Each planned event offers valuable opportunities
for our members to grow, learn, and connect.
Total
Stores
428
Total
Members
364
Territory
Number
AUSTRALIA 343
NEW ZEALAND 80
FIJI 5
Territory
Number
AUSTRALIA 290
NEW ZEALAND 73
FIJI 1
We’ll kick off the year with our Retail Jewellery
Business Management Course in Christchurch
this February. This course has proven to be
one of our most popular initiatives, equipping
jewellers with practical tools to improve their
stock management, marketing, and overall
profitability.
In April, we’ll host our annual Time Out
Conference (TO25) on the Gold Coast with
the theme ‘Time to Thrive’.
As the economy shows signs of recovery, we
are focused on helping our members implement
growth strategies to maximise sales and
profits in 2025. The conference will feature
keynote speakers, workshops, and networking
opportunities, providing members the tools
needed to succeed.
Following the success of our 2024 trip to Stuller
HQ in Lafayette and the New York Diamond
District, we’ve scheduled a repeat of this
buying experience for late 2025. These trips
provide our members with invaluable insights
into the diamond supply chain and a chance to
strengthen their supplier relationships.
We’re also thrilled that our overseas leisure
tours have resumed. In 2024, we took more
than 50 members on a highly anticipated trip
to Spain, where we explored Spanish jewellery
manufacturers and enjoyed cultural experiences.
Due to the overwhelming response, we’re
pleased to announce that our biennial overseas
trips will continue, with the 2026 destination
revealed soon.
These events reflect our ongoing commitment
to providing valuable educational, business
and networking opportunities that empower
our members to thrive in a competitive market.
36 | February 2025

Unmatched. Unrivalled.
Still
Number
One.
Join us on the Gold Coast for
our 2025 Time Out Conference.
Find out why we are the
leading buying group for
independent jewellers.
+61 2 9418 0000 • info@nationwidejewellers.com • www.nationwidejewellers.com
February 2025 | 37

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Buying Groups Report
Showcase Jewellers
with Anthony Enriquez, Managing Director
Est. 1981 | 5 BOARD MEMBERS
showcasejewellersbuyinggroup | @showcasejewellersbuyinggroup | 02 8566 1800 | showcasejewellers.com.au
IN A NUTSHELL
What does Showcase offer?
Favourable terms and pricing from a diverse
network of preferred suppliers.
Tailored marketing support and strategic
promotional guidance.
A platform for emerging jewellers to
develop their business.
What are the requirements for joining your
buying group?
A member must be an established fine
jewellery retailer with a commitment to
quality craftsmanship and excellent
customer service.
They should align with Showcase’s values
of integrity, innovation, and excellence in
the jewellery industry and have a minimum
trading history.
There are also territory rules, which are
assessed during the application process.
What are the benefits of becoming a member
of your buying group?
Members benefit from leveraging the collective
purchasing power of the group to secure
favourable terms and pricing from our
diverse network of preferred suppliers.
This includes access to top-selling ranges,
which include trending fashion jewellery,
as well as events showcasing new lines.
Purchases and involvement in Showcase
activities earn members valuable rewards,
and uniquely, being member-owned,
profits are returned to members.
Members gain tailored marketing support
and strategic promotional guidance,
networking and mentoring opportunities
with other jewellers. This type of industry
collaboration can be invaluable.
There are also educational workshops and
training programs to empower them with
greater industry knowledge.
Our buying group also provides improved
management skills and tools to adapt to
changing customer expectations.
There’s also a platform for the ‘Next Gen’
of jewellers to develop and grow their
businesses, and a Wisdom Society for
skill retention.
What costs are associated with membership
in your buying group?
Membership fees are structured to ensure
accessibility and value for jewellers of
varying sizes.
Costs typically depend on the scale of
jewellery businesses and the level of
services utilised.
A detailed breakdown of fees is provided
to prospective members when applying
for membership.
What kinds of promotional support does
your buying group offer members?
Showcase Jewellers provides comprehensive
promotional support tailored to help
members grow their businesses.
It includes tools and insights to help
jewellers optimise their digital presence
and create complete e-commerce websites
with point-of-sale integration.
Showcase also provides website management,
professional advertising materials, social
and traditional media resources, and
marketing campaigns.
In what ways does your buying group support
local jewellery manufacturers?
We actively promote partnerships between
our members and local manufacturers,
providing a platform for showcasing their
products to a broader audience.
We showcase their products in our annual
jewellery design awards. We also advocate
for local manufacturers at industry events,
facilitating exposure and creating valuable
opportunities for collaboration with members.
What makes membership with your buying
group a unique opportunity?
Membership is about being part of a thriving
community of jewellers who share a passion
for excellence and enjoy a collaborative
environment.
Members can exchange ideas, learn from each
other, and build lasting relationships with nextgeneration
jewellers and experienced retailers.
Total
Stores
174
Total
Members
144
Territory
Number
AUSTRALIA 155
NEW ZEALAND 18
VANUATU 1
Territory
Number
AUSTRALIA 126
NEW ZEALAND 17
VANUATU 1
Showcase is the only member-owned,
cooperative jewellery buying group that
supports independent jewellery retailers.
Profits are returned to members, who access
collective purchasing power, exclusive product
lines, marketing support, business resources,
and training to help them compete with larger
chains while earning valuable rewards.
Showcase emphasises collaboration while
allowing members to retain their autonomy.
We provide a platform for our next generation
of jewellers to help develop and grow their
businesses within our group and provide
feedback and future direction to Showcase.
Similarly, we offer opportunities to our recently
retired members to impart their knowledge
to members via our Wisdom Society program.
We differentiate ourselves by providing
personalised support and tailored solutions
to meet the unique needs of each member.
Our commitment to innovation, sustainability,
and fostering industry leadership makes
membership a unique and rewarding experience.
What significant events does your buying
group have planned for the coming year?
First, our highly anticipated annual member
conference in January and Annual General
Meeting conference later in the year.
Supplier showcases are also scheduled,
as well as hands-on workshops with
training from industry-leading experts
covering topics such as digital marketing,
customer engagement, product innovation
and business management. Networking
events and webinars will also be held
throughout the year to keep members
informed and inspired.
38 | February 2025

Supporting the Independent
Jeweller for over 40 years.
Join a member-owned organization where
profits are shared directly with you.
Benefit from our wealth of knowledge and expertise essential for the
modern independent jewellery retailer. We offer support services in
marketing, finance, administration, retail, training and education.
Our members also enjoy generous discounts from our diverse network
of preferred suppliers. Join a community of like-minded peers to
connect and grow together.
To find out more, contact us today.
Email: enquiries@showcasejewellersgroup.com
Phone: (02) 8566 1800
Visit: showcasejewellers.com.au
February 2025 | 39

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Buying Groups Report
Independent Jewellers Collective
with Joshua Zarb, Chief Executive Officer
Est. 2020 | 3 Board Members
independentjewellerscollective |
@jewellerscollective | 0448 416 070 | jewellerscollective.com
IN A NUTSHELL
What does IJC offer?
Hands-on mentorship to assist in every aspect
of a modern retail jewellery best practice
Industry-leading marketing assistance
specialising in bespoke jewellery design.
An exclusive partner dashboard providing
access to computer-assisted design (CAD),
marketing, and business services.
What are the requirements for joining your
buying group?
The Independent Jewellers Collective (IJC)
is partnering with Australia’s finest proactive
jewellery retailers.
With no sign-up fees or lock-in contracts,
we are welcoming partners with the highest
ethical standards and professional integrity
Australia-wide.
All applicants are required to satisfy a standard
credit application.
At the time of application, we request a store
logo to be provided so we can provide marketing
assistance if requested.
What are the benefits of becoming a member
of your buying group?
We’ve come a long way since our group was
formed in 2020. The most significant change
for IJC partners would be in our support of
custom jewellery design.
We have focused on developing a complete
toolkit to support our stores in this space.
This includes physical ‘printed’ marketing
point of sale support, digital marketing
support, eCommerce support and database
communications.
In April, we will add the final piece of the
puzzle, which is a fully integrated natural
and lab-created diamond inventory on store
websites as an in-house sales and quoting tool.
This is a game changer for our partners and
something we’ve worked tirelessly on.
We empower independent retailers to engage
with their customers in unique and innovative
ways, partnering with specialists in different
fields to bring them the most up-to-date
expertise and assistance.
IJC offers its partners structured annual visits
from our management team to assist them with
key areas of modern retailing and marketing.
Our team also provides ongoing training and
development throughout the year. Retailers can
refer to our website for a complete list of benefits.
What costs are associated with membership
in your buying group?
Our membership fee is only $79 per month.
This fee contributes to our extensive marketing
and operational support. It also includes an
annual membership with the National Retailers
Association to provide specialist legal and
human resources (HR) support.
IJC is unique in the marketplace as we give
back transparent rebates on all centrally billed
purchases - known as the IJC Vault - to utilise
our extensive menu of services.
This includes computer-assisted design (CAD),
marketing, and business services, typically
providing them thousands of dollars annually
to directly assist retailers to increase sales
and reduce costs.
What kinds of promotional support does
your buying group offer members?
We want to help our partners attract the
right customers by offering simple, consistent,
modern styling and messaging that connects
with their target customers.
We are specialists in jewellery marketing and
offer our stores a full-service model that
includes print and digital.
We also offer subscription services that focus
on bespoke jewellery design. These include a
website maintenance package, social media
support, direct marketing (EDM) support,
and training. We also offer a turnkey Shopify
website solution for our partners.
In what ways does your buying group support
local jewellery manufacturers?
IJC works exclusively with our preferred supply
partner network. We collaborate with several
local manufacturing partners to create exclusive
collections and product ranges for IJC.
IJC has the extensive infrastructure to allow
us to promote local supplier products directly
to our stores via our own B2B platform and
partner dashboard. All these initiatives drive
purchases for our local jewellery manufacturers
and wholesalers, which is the best support
we can offer the industry.
What makes membership with your buying
group a unique experience/opportunity?
We have a simple business model that rewards
our partners every time they utilise our network
of preferred suppliers with our exclusive
IJC Vault of retail services.
Total
Stores
103
Total
Members
83
Territory
IJC partners also gain access to our bespoke
communications dashboard and Ezi-Billing
portal that links directly with MYOB and Xero.
We offer tailored marketing solutions specific
to each partner’s demographic and store design.
Our partners have access to extensive hands-on
staff and management training and an online
training portal not offered elsewhere in the
industry.
We also provide exclusive jewellery ranges,
and brand offers only to IJC partners.
We have recently expanded our offer to include
an exclusive CAD design and rendering service
to complement our bespoke jewellery marketing
support package.
What significant events does your buying
group have planned for the coming year?
We have a truly exciting 2025 calendar planned
for IJC partners.
As always, IJC will align with the jewellery fairs
in February, April, and August of this year and
host educational conferences for our retailers
that precede these buying events.
Additionally, we are excited to host a special
fifth birthday celebration in April with our
preferred suppliers and retailers.
It will be an event to thank them for their
support over the past five years.
Number
AUSTRALIA 102
NEW ZEALAND 1
Territory
Number
AUSTRALIA 82
NEW ZEALAND 1
Importantly, we are also offering our first
international ‘Retail Experience Conference’
in Los Angeles and Las Vegas ahead of the
JCK Jewellery Fair.
This conference will give our stores special
insights into modern jewellery retail and
marketing best practices.
We are also launching some significant
initiatives in eCommerce and custom
jewellery design this year, which is a
culmination of the past five years of work.
Finally, as always, we will continue our planned
state visits and one-on-one time with our stores.
40 | February 2025

Shine Brighter
Supporting you for a stronger tomorrow
Supporting Australia’s finest independent jewellers with the best trade discounts,
strategic & digital marketing, professional expertise, business analysis & mentoring,
training & development, networking & community and so much more.
Your expert team of retail experts are passionate, driven and at your service.
With clarity and confidence we elevate retail.
JOSH ZARB - CEO
0448 416 070
JOSH@JEWELLERSCOLLECTIVE.COM
#JEWELLERSCOLLECTIVE
jewellerscollective.com
February 2025 | 41

BUSINESS
Strategy
Curse of Competence: Can being
capable work against you?
Versatility and adaptability are admirable traits in business.
DAVID BROWN encourages retailers to avoid stretching themselves too thin.
In today's fast-paced, ever-changing
world, being versatile and having
multiple skills is often seen as a
valuable asset in sports and business.
Having more skills implies having more
options and getting greater results,
right? However, being good at many
things can sometimes work against you.
It’s a phenomenon known as the
'Curse of Competence’.
In this article, we'll explore
how having multiple skills can
hinder focus, and how finding the
intersection of two or more skills can
create a unique value proposition.
Across a team or business having a
variety of skills is important; however,
when you're good at many things as an
individual, it can be challenging to focus
on one area.
Your attention is divided among multiple
pursuits, making it difficult to excel in
any specific area. This is particularly true
in today's world, where distractions are
plentiful and attention spans are short.
When you try to be a jack-of-all-trades,
you risk becoming a master of none.
On the other hand, having a single
skill or area of focus allows you to dive
deeper and become an expert. If the
adage that it takes 10,000 hours to
become an expert in any given field
is true, you will find it hard to manage
this across multiple disciplines.
When you concentrate on one thing,
you can devote more time and energy
to it, leading to greater proficiency
and recognition.
For example, a musician who focuses
solely on playing the guitar will likely
become more skilled than one who
tries to play multiple instruments.
While having a single skill can be
beneficial, there's also value in finding
the intersection of two or more skills
if you’re fortunate enough to do this.
When you combine multiple areas of
competence, you create a unique value
proposition that sets you apart.
This intersection can lead to innovative
solutions, new products, or services
that didn't exist before. In the world of
literature, a great writer may not sell
as well as a good writer who has good
comedic content and can intersect the
two practices.
An expert in search engine optimisation
(SEO) and writing can create content
that's not only engaging but also
optimised for search engines. A
designer who's skilled in both visual
design and user experience can craft
interfaces that are both aesthetically
pleasing and user-friendly.
By combining multiple skills, you can
create something truly unique and
valuable. Steve Jobs was one of the
finest examples of this.
His ability to combine ‘geek’ tech
competence with an intrinsic instinct
to understand what the market wanted
made Apple great.
The Curse of Competence and the
intersection of competence have
significant implications for business
owners and their staff.
When you try
to be a jack-ofall-trades,
you
risk becoming
a master of
none.
When hiring employees, business owners
often look for individuals with multiple
skills, assuming that they'll be more
versatile and valuable. This approach can
often backfire if the employee becomes
overwhelmed or distracted by their
multiple responsibilities.
Instead, business owners should focus
on identifying the unique intersection of
skills within each employee, or on finding
two employees with strong individual
skills that can be combined. By doing
so, they can create a team that's greater
than the sum of its parts.
For example, a marketing team might
consist of individuals with expertise
in social media, content creation,
and data analysis. By combining
these skills, the team can create a
comprehensive marketing strategy
that drives real results.
Business owners themselves can also
benefit from finding their intersection
of competence. By identifying their
unique strengths and passions, they
can create a business that's truly
innovative and successful.
If you combine excellence in customer
service with a strong understanding
of data-driven results you can build a
business that is both beneficial to you
and your customers.
The Curse of Competence is a real
phenomenon that can hinder focus and
prevent individuals and businesses from
reaching their full potential. However, by
finding the intersection of multiple skills,
you can create a unique value proposition
that sets you and your store apart.
42 | February 2025

Identify and leverage your unique
strengths and passions. By doing so,
you can create a business that's truly
innovative, successful, and fulfilling.
Are you taking things too seriously?
Have you ever considered that
being slightly ‘lazy’ may make you a
more effective boss? It may sound
counterintuitive; however, history and
psychology suggest there's merit to
this idea.
Consider this example from the 19thcentury
Prussian army. The army
categorised its officer candidates
into four types based on two axes:
competence and diligence.
The categories were: incompetent and
lazy, hardworking and lazy, competent
and hardworking, and finally, competent
and lazy.
‘Incompetent and lazy’ soldiers were left
at the lowest possible level. ‘Competent
and hardworking’ made excellent
middle-level officers. ‘Hardworking and
incompetent’ provided a danger due to
their willingness to spread the effects of
their incompetence across a wide area.
Surprisingly, the Prussian army found
that those who were ‘competent and lazy’
often became the most effective leaders
in the long run. Their laziness wasn't
about avoiding work altogether; instead,
it was a strategic approach to conserving
energy and focusing on what mattered.
These leaders were more likely to
delegate tasks efficiently, prioritise
effectively, and innovate solutions to
streamline processes — all traits that
contribute to effective leadership in
any organisation, including a modern
jewellery retail store.
So, are you ‘lazy’ enough? Here are a few
ways being lazy in the proper context can
make you a better boss.
Master delegation: Lazy bosses are
experts at delegation.
You’ll never master this trait by doing
everything yourself.
A lazy boss understands the value of
assigning tasks to the right people,
trusting their team's abilities, and freeing
up their time to focus on higher-level
strategic planning and decision-making.
Empowering others to take on
responsibilities fosters a culture of trust
and growth within their staff.
Increase efficiency: Laziness often
drives a desire for efficiency. Lazy
bosses are motivated to find quicker
and easier ways to accomplish tasks
without sacrificing quality.
They are more likely to adopt technology
and tools that automate repetitive
processes, streamline operations, and
boost overall productivity in a retail store.
Develop strategic thinking: Lazy bosses
tend to be more strategic in their
approach. They prioritise tasks based
on impact and feasibility, focusing their
energy on initiatives that deliver the
greatest value to the business.
This strategic thinking allows them
to anticipate challenges, seize
opportunities, and steer the store
towards long-term success.
Work-life balance: Lazy bosses
understand the importance of work-life
balance not only for themselves but
also for their staff.
They promote policies and practices
prioritising well-being, reducing burnout,
and increasing employee satisfaction,
knowing that this will lead to better
long-term results. A balanced and
motivated team is essential for achieving
sustainable growth and success in retail.
Learn to let go: Laziness can teach
bosses the art of letting go. They
recognise that micromanaging is
counterproductive and instead empower
their team members to take ownership
of their roles.
IS IT TIME TO
TAKE IT
EASY?
Time
management
A laidback attitude
may prompt
business owners
to prioritise their
time effectively.
Disposition
A ‘lazy’ attitude to
work can provoke
a healthier work/
life balance.
Well-oiled
machine
Quicker and
easier ways
to accomplish
tasks often
arise in relaxed
environments.
They create a more collaborative
and innovative work environment by
stepping back and providing guidance
rather than control.
Time to innovate: Lazy bosses are often
open to new ideas and innovation.
They are willing to challenge traditional
methods and explore alternative
approaches that can yield better results
with less effort.
This mindset encourages creativity and
continuous improvement within the retail
store, keeping the business competitive in
a rapidly evolving market.
Managing time: Laziness prompts
bosses to prioritise their time effectively.
They focus on tasks that align with
strategic goals and significantly impact
the store's performance.
By managing their time wisely and avoiding
unnecessary ‘busy work’, they set a
productive example for their staff.
Something worth considering?
While being ‘lazy’ may have negative
connotations, embracing certain aspects
of laziness—such as delegation, efficiency,
strategic thinking, and advocacy for
work-life balance—can make you a
more effective retail boss.
It's about working smarter, not harder,
and creating a supportive environment
where you and your staff can thrive.
So, don't be afraid to channel your inner
‘lazy’ tendencies into strategic leadership
practices that drive success and
innovation. Sometimes, the path to being
a great boss starts with a willingness to
prioritise what truly matters and let go
of the rest.
DAVID BROWN is co-founder
and business mentor with Retail
Edge Consultants. Learn more:
retailedgeconsultants.com
February 2025 | 43

BUSINESS
Selling
Becoming more interesting
by showing more interest
Did you hear what I just said? SHEP HYKEN explains how active
listening can improve your bottom line.
When I was a teenager, Johnny Carson
hosted The Tonight Show. I found him
to be more than entertaining. I found
him to be interesting.
It didn’t take long for me to realise that
what made him interesting was his
genuine interest in his guests.
understand the definition better. This is
the definition from Merriam-Webster:
• Sorting and allocating treatment to
patients, especially battle and disaster
victims, according to a system of
priorities designed to maximise the
number of survivors.
He not only asked great questions but
also listened to his guests and seemed
to always have the perfect comment
that led to a better conversation, not
just an interview with questions
and answers.
I took this idea to heart – being
interesting by showing more interest –
when I was dating. I would ask lots of
questions to get to know my date.
They did most of the talking, yet they
still said I was a great conversationalist.
The same idea applies to business.
If you want your customers to be
interested in doing business with you,
be interested in them.
Thinking about this idea, I put together
a list of seven ways to show interest in
your customers:
• Ask questions: Let the customer do
most of the talking. Good questions lead
to good answers.
• Listen to the answers: Actively listen
to what your customer says. Take notes,
if necessary and show you’re engaged.
• Respond appropriately: If you want
to elevate the conversation, don’t just
listen to the answer; make a comment
that shows you understand your
customer’s answers.
• Ask extra questions: Sometimes,
the most appropriate response isn’t a
comment but an additional question – or
two or three. The goal is to understand
what the customer is saying.
Sometimes, they say one thing
and mean something different.
Miscommunication can cause problems
that make it hard to regain the
customer’s confidence.
• Make it personal: Don’t just ask
questions about their business.
Get to know them – at least a little
bit – personally.
• Make the customer feel exclusive:
Some people have an amazing ability
to make you feel like your most
important customer.
You don’t have to go to that extreme;
however, find things to say to connect
the customer to you and your company.
Recap the conversation. Summarising
the conversation lets the customer
know you understand. I like to use the
example of a server at a restaurant
repeating the order just to ensure they
didn’t misunderstand.
The current host of The Tonight Show
is Jimmy Fallon. Like Carson, Fallon
is an exciting host because he is
interested in hosting. In addition, he
is a master at tip six, which makes the
customer feel exclusive.
His enthusiasm can make guests
feel like they are the most critical
interviewees on the show. So, if you
want customers to be more interested
in you, your company, and your
products, first be interested in them.
Applying these skills to issues
Recently, I had the privilege of being
a keynote speaker on customer
experience at a company’s quarterly
event. Following the speech, the CEO
shared an insight into their approach
to customer service, comparing it
to a medical emergency room. “Our
response to customer complaints and
issues is akin to triage."
Triage is an interesting word. It’s a
medical term; however, I wanted to
Sometimes,
the most
appropriate
response isn’t a
comment but
an additional
question – or
two or three.
• The assigning of priority order to
projects on the basis of where funds
and other resources can be best used,
are most needed, or most likely to
achieve success.
The first definition confirmed that the
CEO’s comment was accurate. They
fix problems but don’t seem to prevent
them. The second definition sounds like
standard practice for most businesses,
not just hospital emergency rooms.
They prioritise projects — in this case,
customer service issues — and focus on
what will provide the best return.
I loved the comment because he
recognised the goal wasn’t to deliver
excellent customer service when
there was a problem but to create an
experience with few, if any, problems.
Put another way, it’s one thing to fix
problems. It’s another to understand
why there’s a problem and create a
preventative solution or system that
eliminates – or at least mitigates – the
problem in the future. Yes, there will
be customer service issues, but you
can eliminate many problems and
complaints with this line of thinking.
I like the idea of boring when it comes
complaints. Nothing would make me
happier than to see the depiction of a
company’s customer service agents
bored because customers seldom
called with complaints.
So, consider this question: Would
you rather be the company known for
solving problems when they happen or
the company that doesn’t have issues?
SHEP HYKEN is a speaker and New
York Times and Wall Street Journal
best-selling author who works with
companies to build loyal relationships
with customers and employees.
Visit: hyken.com
44 | February 2025

BUSINESS
Management
Why is it so common for
business owners to resist fresh ideas?
Innovation is crucial to progress, not just in business but life more broadly.
PAUL SLOANE explains the factors that contribute to our unwillingness to embrace change.
The widespread resistance to new
ideas is one of humanity’s most
fascinating paradoxes.
We’re a species that thrives on
innovation, yet we’re remarkably good
at resisting change. This resistance isn’t
just an interesting quirk; it has profound
implications for our progress and
well-being.
Implications for innovation
These forms of resistance appear
everywhere. In businesses, it may
mean missing crucial opportunities,
in communities and social settings,
we might reject helpful changes, and
on an individual level we may stick to
harmful habits despite knowing better
alternatives exist.
Think about life-saving medical
treatments that faced years of
scepticism, or environmental solutions
currently being resisted despite evidence
of their need.
It’s important to question why people
so often avoid embracing new ideas
and consider some reasons why
people resist change and cling to what
is familiar.
Status quo bias and loss aversion
Humans are creatures of habit and
people naturally stick with what they
know and trust.
Even if something new might be better,
we tend to think “if it ain’t broke, don’t
fix it.”
Loss aversion means that we worry
more about what we might lose than
what we might gain.
Investment in existing knowledge
Individuals who have spent years
developing expertise in current systems
or methods face both emotional and
practical barriers to accepting new ideas
that might devalue their highly-valued
industry knowledge and experience.
Imagine being an expert at
typewriters when computers and
word processors arrived!
Identity and belief protection
It’s all too common for new ideas that
challenge core beliefs or cultural
identities to trigger defensive responses.
We build our sense of self around our
beliefs and habits, and new ideas that
challenge these can often feel like
personal attacks.
Fear of uncertainty and change
The unknown can be scary! Novel ideas
introduce unknowns into previously
predictable situations.
This uncertainty triggers stress
responses and risk aversion, making
people prefer familiar solutions
over potentially better but uncertain
alternatives.
Social and professional challenges
Supporting new ideas can carry social
and career risks.
Nobody wants to look foolish because
they backed the wrong horse. Innovation
can be risky because if they fail, you
might end up with an egg on your face.
It can feel like the safer option to wait
and let others test the waters first.
Power dynamics and control
New ideas that may redistribute power
or influence can be intimidating.
People who benefit from how things
are in the present moment naturally
resist change. If you’re winning at a
game, you probably don’t want anyone
changing the rules, even if the new
rules might be fairer for everyone.
Mental effort and energy expense
Processing and implementing new ideas
requires mental energy and attention.
When we’re already busy and stressed
with our day-to-day responsibilities
within a business, anything that requires
us to think differently or learn new skills
feels like extra homework we didn’t ask
for.
Competition for valuable resources
It’s common for new ideas to compete
for limited resources such as time,
money, and attention, as well as
existing projects and priorities.
This scarcity creates resistance when
the benefits of new ideas are less certain
than established approaches.
Understanding
why we resist
new ideas
isn’t just an
academic
exercise.
Understanding why we resist new ideas
isn’t just an academic exercise. It’s
crucial for anyone trying to make positive
changes in the world.
It doesn’t matter if you’re a jewellery
retailer hoping to improve your business,
a teacher planning to introduce new
methods, an entrepreneur launching
new innovative products, or simply
the leader of an organisation trying to
implement necessary reforms.
Understanding these resistance factors
is crucial for anyone introducing new
ideas. Success often requires:
• An address of emotional and
psychological barriers and not just
logical arguments
• Creation of safe spaces for
experimentation and failure
• Construction of coalitions and
support systems for change
• Demonstration clear benefits that
outweigh perceived risks
• Adequate resources and support for
transition periods
What makes this especially important
is that the pace of change in our
world is accelerating. From artificial
intelligence to climate solutions, our
ability to adapt to and embrace new
ideas may determine how well we
handle the challenges facing humanity.
Without understanding and actively
working to overcome this resistance,
we risk clinging to outdated approaches
even when better options are available.
PAUL SLOANE is an author and founder
of Destination Innovation, which offers
innovation workshops.
Visit: destination-innovation.com
February 2025 | 45

BUSINESS
Marketing & PR
Marketing principles to live by
Have your marketing efforts fallen by the wayside?
DAVE WAKEMAN reveals the fundamentals that will get you back on track.
I often hear a fundamental
question: “How do you actually do
the job of marketing?”
I usually begin by suggesting that
context matters most, and there are
some things large businesses do that
smaller businesses cannot.
To answer this question thoroughly,
I put together five rules I live by
that can help you improve your
marketing immediately.
Understanding what you are
measuring and why is critical. This
is the first rule. I don’t use the term
KPIs (Key Performance Indicators)
with most people because I talk about
putting your goals together in a more
formalised way.
However, if you need to think of this
as having KPIs, that’s fine. We must
measure the important things and
know why we are measuring them.
Don’t get into tactical stuff that is easy
to game, such as making phone calls
or setting meetings. Meeting buyers
matters to me! Think about what you
need to measure and why.
The second rule is to focus on the
customer. You aren’t your customer,
and your opinion doesn’t matter. Figure
out what the customer wants, needs,
and values.
You might think you have the best idea
in the world; however, your idea is
useless if no one wants it. Focus on
your customers with conversations,
surveys, and research.
The depth of your research matters;
however, ‘random stuff’ is also
essential. You need both because
your assumptions will kill you.
Most of us don’t know who our real
competitors are. We make assumptions
about the competition that are often
entirely wrong. The biggest competitor
is the status quo.
Rigorous, consistent research will
help you stay on top of the market's
constantly changing dynamics.
How do you achieve this? Start small
with individual conversations and
little observations.
Use secondary research. Google is a
great friend. The key is to listen.
We often lose sight of our customers
and their desires because we want to
jump to solutions before we have fully
understood the question.
You must give your market a
chance to talk to you. Listen, there
are opportunities.
Your marketing needs to be different.
In Major League Baseball, the Miami
Marlins used to send a base to highvalue
prospects. The copy of the
enclosed note read, “Can we get to first
base with you?”
The year the team ran this program,
premium sales jumped more than 340
percent. Not everyone got to first base;
however, everyone got something that
would draw their attention.
You might find that email is the best
way to open doors because everyone
calls on the phone. You might find that
networking doesn’t serve you at all, so
you create mixers of your own.
It doesn’t matter what you do; it just
matters that it works to get you in front
of the prospects and market you are
trying to reach.
The fourth rule is maintaining
consistency. You have to show up over
and over.
You might have a great press hit that
drives tons of people to your store;
however, that isn’t the end. You show up
again and again.
You aren’t your
customer, and
your opinion
doesn’t matter.
Figure out what
the customer
wants, needs,
and values.
Consistency builds a connection in
your customers' minds that helps
them remember you when it comes
time to buy.
Your Unique Selling Proposition (USP)
matters: I call it “Why you?”
It matters because, in many cases,
people feel like they can be everything to
everyone. You can’t! I focus on strategy:
Where are the opportunities, and how
do you win them?
Knowing what your customer looks
like is a similar idea. You aren’t for
everyone and not everyone can buy
what you are selling.
Even the most mass-market
products, such as the iPhone,
have a hint of exclusivity.
When you do some robust segmentation,
I’ve seen sales teams and marketers say
to me, “That’s X or Y.” Because they can
see their customers in their research.
You can get there! To start, understand
what your customer looks like.
This isn’t everything; however, if you
start with these five basic ideas as
a foundation, you are on your way to
success in marketing.
In summary, know what you need
to measure and why it needs to be
measured. Focus on something that
has a benefit to your bottom line.
Never lose sight of the reality that
you aren’t the customer. You must
incorporate your customers' voices
into your business through research,
conversations, and surveys. Start small!
Stand out because you can’t afford to
be one of many. Show up consistently
because while you may have big
moments, consistency always wins
long-term.
Know your customers because you
aren’t for everyone. You need to know
your target market so you can reach it.
DAVE WAKEMAN is a consultant, writer,
and teacher who believes in profits in
business and not promises. Learn more:
www.davewakeman.com
46 | February 2025

BUSINESS
Logged On
How you can beat online competition
Competition is fierce in the world of jewellery retail.
ALEX FETANAT encourages you to make the most of what you have.
Entering the competitive online
jewellery market can be a challenge
for store owners.
craftsmanship skills, while others have
embraced a more contemporary and
innovative approach.
As a jewellery store owner, you
are constantly running advertising
campaigns both online and offline to
attract customers with a top-notch
selection, competitive prices, and
exceptional quality.
Standing out from the competition,
especially against more prominent,
well-established brands with seemingly
endless marketing budgets, can be a
daunting challenge.
How can your jewellery store
differentiate itself and capture attention
in a crowded market?
What you may not have recognised is
that the elements that make your store
highly sought after are intrinsic qualities
and characteristics that are already
ingrained in your business – they may
just need to be brought to light.
By harnessing these unique features,
you can establish your jewellery store
in a manner that sets it apart from
more prominent brands, creating
a distinct identity that they simply
cannot replicate.
Let's delve deeper into this concept.
Heart of your business
Have you revisited your mission
statement lately? We're referring to that
document you crafted ages ago on your
trusty word processing program, likely
buried in the depths of your hard drive.
This does not diminish the significance
of your mission statement. You most
likely embody those values daily and
instil them in your team; however,
do your customers grasp that? More
importantly, do your mission statement
and core values resonate with them?
Frequently, there exists a gap between
how your jewellery store presents itself
and how customers perceive it. Suppose
they aren't aware of your unwavering
dedication to impeccable quality in your
custom engagement ring designs or the
expertise of your certified gemmologists
with years of experience in jewellery
crafting and repair. In that case, they
might quickly turn to a competitor.
By truly embodying and showcasing
your mission statement in every client
interaction and advertising campaign,
your business will naturally become
synonymous with those core values.
As you consistently embody these
values in every customer experience,
word will spread, attracting more
clients to your jewellery store for the
values you stand by. This authenticity
cannot be replicated, even with
unlimited advertising budgets.
Just ask any brand that attempts to
infringe on another's unique identity —
it never ends well, and the brand wastes
a fortune in the process.
Superiority of your materials
Your mastery of craftsmanship and
choice of materials offer a distinct
advantage over more prominent brands.
While they may prioritise bulk
purchases, your focus on quality sets
you apart. Customers can discern the
difference between mass-produced
pieces and your custom creations,
valuing the unique and premium-grade
appeal only you can provide.
As seekers of one-of-a-kind elegance,
they turn to reputable jewellery
stores like yours, where expertise and
excellence shine through.
Rich heritage
Many jewellery establishments have
deep-rooted histories spanning
generations, with knowledge and
expertise passed down through
familial teachings. Some jewellers
have honed their traditional ‘Old World’
Standing
out from the
competition,
especially
against more
prominent,
well-established
brands with
seemingly
endless
marketing
budgets, can
be a daunting
challenge.
This rich heritage sets your
jewellery store apart from larger
brands, as no competitor can
rival your establishment’s unique
training and background.
Whether it's having a Europeantrained
goldsmith on staff or a fourthgeneration
diamond cutter, your store
stands out for its expertise.
For discerning jewellery enthusiasts
who value quality and craftsmanship,
the significance of your store's
background, training, and history
cannot be overstated. This level of
expertise and legacy transcends mere
competition, offering a distinctive allure
that resonates with those seeking
exceptional pieces of jewellery.
Harness the legacy
Lastly, it is crucial for customers to
feel confident that you will be there
for them every step of the way, from
before the purchase, during the sale,
and even after.
The longevity of your business is a
testament to your commitment to
providing exceptional service. While big
box brands may seem stable, the level
of service they offer can vary.
When customers invest in jewellery,
they are investing in a piece that holds
sentimental value and may be passed
down through generations.
They seek assurance that if a piece
requires maintenance or repair, they
can trust your dedication to providing
the same exceptional service they
experienced when acquiring the item.
This enduring commitment not only
reflects your business's history but also
signifies that you are not just present for
current customers but will continue to
be a reliable source of heirloom-quality
jewellery for their descendants.
ALEX FETANAT is founder and CEO of
the GemFind Network, a US-based digital
marketing firm for the jewellery industry.
Visit: gemfind.com
February 2025 | 47

My Bench
Sharon Porter
Nina’s Jewellery
Age 49 • Years in Trade 34 • Training Five-year jewellery apprenticeship • First job Apprentice jeweller
SIGNATURE PIECE
THE ELATION
The most time-consuming and challenging piece I’ve ever made.
This amazing piece of architecture, precision and passion was
a mind-blowing experience. It was like putting a microscopic
Jenga puzzle together with so many parts in a balancing act
while delicately soldering into place. The end result was worth it!
4FAVOURITE GEMSTONE Diamonds are a girl’s
best friend! I’ve fallen in love with fiery orange
champagne, as it is unique and intense in colour,
unlike the standard whites and champagnes.
4FAVOURITE METAL 18-carat yellow gold.
4FAVOURITE TOOL Renhe 119 micro motor
and handpiece.
4BEST NEW TOOL DISCOVERY Our workshop
just purchased its first micro motors - just
amazing! Quiet, lightweight, and we avoid the
risk of repetitive strain injury on wrists and
forearm ligaments. It’s perfect for engraving
and precision work.
4WORST PART OF THE JOB Intense timelines
and schedules; however, that comes with the trade
— we are selling emotions and heartfelt items.
I often ask, ‘Do you want fries with that?’
on rushed orders!
4BEST PART OF THE JOB Working with my
hands and the appreciation of perfection.
4BEST TIP FROM A JEWELLER Do the best at
whatever you do in life, and you will always fulfil
your dreams.
4BEST TIP TO A JEWELLER Don’t sweat the
small stuff, it’s only metal. We can always repair
it or start again. We have the skill, and no one
can take that away from us.
4BIGGEST HEALTH CONCERN ON THE BENCH
High-pitched, noisy pendant motors have robbed
me and others of my age of our precious hearing.
More attention needs to be put into educating
apprentice jewellers on wearing ear plugs, noisecancelling
devices or switching to micro motors.
4LOVE JEWELLERY BECAUSE I get to be
creative every day and have immense pleasure
seeing people wearing my art.
48 | February 2025

February 2025 | 49

OPINION
Soapbox
There’s nothing more expensive
than a missed opportunity
There are valuable opportunities on the horizon for the opal industry.
ERIK MADSEN says that planning for tomorrow should begin today.
There are many reasons to believe
that there are better days ahead for
the jewellery industry; however,
we must ensure that we are ready
to make hay while the sun is shining.
Many people believe that economic
conditions for suppliers and retailers
will improve over the next year.
The US is expected to lead the way in
creating a better business environment,
and the hope is that the issues impacting
markets worldwide will ease.
When it comes to the jewellery trade
and the opal industry specifically, issues
such as interest rates and cost of living
pressures have impacted the middle
class, and consumers haven’t felt
comfortable making luxury purchases.
I hope that these optimistic forecasts
prove accurate over the next year and
that consumers embrace discretionary
spending.
If better days are ahead, we must be
prepared to make the most of them.
Word on the street
For many years, we were told that
marketing, not production, was the
key issue facing the opal industry.
Those circumstances have changed
dramatically in recent years.
The global demand for Australian opal
is as strong as ever.
Consumers worldwide are increasingly
attracted to our national gemstone.
In recent years, more major international
brands in Europe and the US have released
special collections featuring opal jewellery.
This has been helped in large part by
the marketing support of programs such
as Outback Opal Hunters, which has
generated interest in Australia’s unique
mining industry and now brings thousands
of tourists to Queensland, South Australia,
and New South Wales each year.
As recently as 10 years ago, a very small
percentage of Australians were actively
thinking about buying and wearing opal
jewellery. That has changed!
Just a few days ago, I spoke with a friend
who owns a retail business, and he told
me that more and more people are
entering his store and asking about opal.
They’ve heard about it from their friends
and family, seen it on television, and want
to know more.
In the not-so-distant past, this kind of
thing was unheard of.
That said, we now face a new challenge:
meeting the supply demands this passion
has created. It is becoming increasingly
difficult for our industry to do so.
It’s a complex issue; I won’t pretend to
have all the answers!
The view from the ground floor shows
a shortage of younger people entering
opal mining as more experienced
veterans of the trade retire.
Exploration and mining are costly practices,
and methods such as drilling are expensive
and do not guarantee results, making it
harder for smaller miners to survive.
Unlike other adjacent mining industries,
where large companies drive scientific
advances, the opal industry is dominated
by smaller independent operators.
There’s a need for more efficient and
scientific approaches to prospecting,
such as using satellite imaging or
ground-penetrating radar, to identify
areas of promise.
The industry needs greater government
support, particularly in removing the
bureaucratic hurdles and ‘red tape’ that
prevents miners from getting to work.
Current processes, such as lease approvals
and compensation agreements, can be
slow and costly, which hampers production.
This issue is exacerbated by the many
different ways opal mining is governed
in Queensland, South Australia, and
New South Wales.
A more uniform approach across these
states could help the industry grow, as
miners from different regions would be
able to communicate and collaborate to
resolve issues.
If better days
are ahead,
we must be
prepared to
make the most
of them.
One step at a time
While increased collaboration in the opal
industry would be positive, it’s a difficult
objective to achieve.
I hope that the Australian Opal Centre in
Lightning Ridge will be able to play a role
in ensuring that this occurs.
It has the opportunity to ensure that the
opal industry has a unified voice when
addressing these kinds of issues.
Hopefully, it can encourage more young
people to enter the industry through
educational programs, especially for
children living in opal mining areas!
The recent success of the Australian
Opal Exhibition on the Gold Coast in
August indicates that we are moving
in the right direction.
The event allows buyers and suppliers
to communicate face-to-face, and it’s
been great to see it well-supported.
I hope that continues in the future and
would encourage anyone interested to
come along.
You never know who you may meet,
what you may learn, and how your
business may improve from an industry
event like that. It’s always worthwhile
to take the time to attend.
The opal industry is built around our
national gemstone, which we should
all be proud of.
Working towards a better future for the
industry will benefit many people in many
different ways.
Better days are ahead, and when they
come, we must be prepared to make
the most of that opportunity.
In the meantime, many complex issues
must be addressed to ensure we don’t
let this chance go to waste.
Name: Erik Madsen
Business: Australian Opal Centre
Position: Founder
Location: Lightning Ridge, NSW
Years in the industry: 50
50 | February 2025

22nd
SOUTHPORT SHARKS
CNR OLSEN & MUSGRAVE AVENUE, SOUTHPORT QLD 4216
ADD E VENT
TO CALENDAR
» WED 6 AUGUST 2025
» THU 7 AUGUST 2025
9.00AM - 5.00PM
9.00AM - 4.00PM
+ 61 427 920 474 • MAIL@AUSTOPALEXPO.COM.AU
PO BOX 731, LIGHTNING RIDGE NSW 3834 AUSTRALIA
S AV E TH E DATE
AUGUST 6 & 7
February 2025 | 51
@ Southport Sharks

Sapphire Dreams was founded from a deep admiration for the natural
beauty of Australian sapphires, celebrating exceptional craftsmanship and
contemporary jewellery designs. Ethically sourced from Australian landscapes,
our sapphires showcase an extraordinary range of colours—from deep ocean
blues to unique parti-coloured stones—captured in each Sapphire Dreams creation.
Become a stockist today 02 9290 2199
SapphireDreams.com.au