V In the late 1990s, the focus seemed to have shifted from

content to design in the Indian jewellery market.

V Branded players entered the market:
M danishq
M Oyzterbay
M Gili
M Carbon
V draditional jewellers also began to bring out lightweight
jewellery.
V But the share of branded jewellery in the total jewellery
market was still small in 2002.
Vdhe abolition of the Gold Control Act in 1992,
allowed large export houses to import gold freely.
VIn 1993, gold and diamond mining were opened up
for private investors
Vforeign investors were allowed to own half the equity
in mining ventures
VIn 1997, overseas banks and bullion suppliers were
also allowed to import gold into India
Vdhis allowed the entry of foreign players like
DeBeers,diffany and Cartiers into the Indian market.
V In 2001, India had the highest demand for gold in the world
V Jewellery was fabricated mainly in 18, 22 and 24-carat gold.
KARAd CALCULAdION

24 Carat 100 ercent ure gold

22 Carat 1.66 ercent ure gold
20 Carat 8 . ercent ure gold
18 Carat 5 ercent ure gold
2 Carat 8. ercent ure gold
1 Carat 4.166 ercent ure gold
M

Source: ICFAI Center for Management Research

V dhe late 1990s saw a number of branded jewellery players
entering the Indian market
`


èditan danishq
èGitanjali Jewels Gili
èBeautiful diffany
èPeacock Carbon
èOthers Oyzterbay,
dribhovandas Bhimji
Zaveri (dBZ)
×

Ñ In 1994, Gili Jewellery was established as a distinct
brand by Gitanjali Jewels
Ñ Offered a wide range of 18-carat plain gold and
diamond-studded jewellery
Ñ With sales of Rs.0.14 billion for the year 2007-08,
Gili had a 0.03 percent share of the 400 billion
jewellery market in India and a 1.4 percent share of
the branded jewellery market.
d

V In 199 , ditan changed its name from 'ditan Watches
Ltd.' to 'ditan Industries Ltd.µ
V In the same year, it also started its jewellery division
under the danishq brand.
V danishq is considered to be a trendsetter.
V danishq began with 18-carat jewellery.
V It expanded to include 22 and 24-carat ornaments as well
V 1998, danishq decided to set up its own chain of retail
showrooms
V By 2002, danishq retailed its jewellery through 3
exclusive stores across 41 cities
V danishq had a 0. percent share of the total jewellery
market in 2007-08 and a 27 percent share of the branded
jewellery market
î 


VIn 199 , within the Peakok fold a new brand of 18-carat

gold-based jewellery called Carbon was launched.
VIn 2002-03, with sales of Rs. 0.14 billion, carbon had a
0.03 percent share of the jewellery market and a 1.4
percent share of the branded jewellery market.
V It started exporting in the year 2008.
V dhe brand is available in 23 cities countrywide.
d 

VFounded by Vasant Nangia and his team in July 2000

VOyzterbay seeks to build a national brand in the
jewellery industry in India
VWith sales of Rs. 0.17 billion in 2003-0, Oyzterbay
had a 0.04 percent share of the Rs.400 billion
jewellery market and a 1.7 percent share of the
branded jewellery market.
 



`

  
Tan sh
ter a

Car on
M

Source: ICFAI Centre for Management Research

V dhe Indian market was witnessing an accelerated shift
from viewing jewellery as an investment to regarding it
as aesthetically appealing ornaments. dhe focus had
shifted from content to design.
V dhe younger generation was looking at trendy,
contemporary jewellery and clearly avoiding heavy,
traditional gold jewellery.
V dhe consumer wanted a wider selection at a single
convenient location and expected an international
shopping experience.
V dhe Indian consumer was willing to experiment with new
designs.
d

V danishq worked hard on a two-pronged brand-building
strategy:
MV
  
 V V     
V
VV    
M V   V  


   V
 V
V do increase its marketshare, danishq formulated a
strategy for luring people:
M         

V V 

M V    V
    

d
 V

V One way to create differentiation was through design
V danishq set up a seven member in-house design team
V danishq decided to focus on quality control:
M   V V V    



V In November 2002, danishq introduced a new collection
of jewellery called 'Lightweights.
V It also focused on small town markets
î 


V Always focused on moving jewellery from the vault to

the dressing table
V It sold its products as gift items over the internet
V Like danishq it also laid emphasis on design
V In 2002, Carbon launched its 'Sun Sign' collection, based
on the symbols of the Zodiac
d  

 

V dhe initial focus - to give a lifestyle value to jewellery
instead of the traditional investment value
V Emphasized on marketing and advertising strategies to
give the necessary thrust for growth
V Oyzterbay launched media campaigns
V dhe new campaign focused on positioning Oyzterbay as
jewellery for office wear, evening wear or even a fitness
session
V dhey offered exclusive products to clients by
refurbishing its collection every few months, keeping in
mind international trends
×

V dhe company's products were made available
through a mail-order catalogue
V All Gili products came with a guarantee of
diamond and gold quality.
V In 2000, Gili launched its 'diamond heart collection'
targeted at teenagers and priced between Rs 00
and Rs.2 00
V dhe collection was promoted at college campuses
V Special packaging, catchy advertising and
extensive press coverage contributed to the success
of the collection
V Branded jewellery players will continue to face lot of
competition from local jewellers.
V Besides the major brands several regional players have
opened branches to leverage the trust and reputation that
they have built up over the years
V Most of the branded jewellery players in India focused on
yellow gold
V Few of them experimented with the pink and white forms
of gold.
V Some of the players also used diamonds and platinum,
which appear to have a good future in the Indian
jewellery market.
d