Customers are looking for curation in the form of gift suggestions and ease of shopping, like videos that link to shopping opportunities on the website and information about store hours that make Christmas shopping seem convenient, even on Dec. 24. When curating a gift guide, select pieces that range from affordable to over the top, suggests Shayne McCoy, founder of Straight Up Social. Make sure it’s an omnichannel effort. Create a separate landing page to promote your gift guide or publish it to a blog post. Then share it with customers in an email newsletter.

An Omnichannel Approach

The team at Houston’s Zadok Jewelers decorates both the interior and exterior of the store to create a festive environment and boost the holiday mood. It’s one touchpoint in the company’s 360-degree brand experience, which also includes a magazine, a digital and print gift guide and a bridal billboard. And because they display a video loop featuring holiday and party looks on seven LED panels facing Houston’s busy Post Oak Boulevard, the decorations take on a life of their own. In addition, an annual holiday gift guide is circulated to subscribers through a digital newsletter and used in local print publications. The in-house team chooses items based on what’s trendy and stylish in the market; customers love that the gift guide takes the guesswork out of holiday shopping. This year, the Zadok team has also created a bridal campaign billboard that promotes Zadok’s bridal boutique, a standout feature of their new store that opened in 2021.

The Murphy Bow

Murphy Jewelers’ signature “Murphy Bow” has become synonymous with the Murphy family business over the last few decades and is prominently featured in Christmas advertising, whether digital or direct mail. “It’s something our customers look for on special occasions, even telling their loved ones, ‘You better get me a Murphy Bow!’” says Mallory Murphy, who owns the business with her mom, Kim Murphy. “We often hear stories of families hiding it under the Christmas tree or inside a bag so as not to spoil a surprise.” Murphy Jewelers is based in Pottsville, PA.

Gifts with Purchase

Zorells owner Tim Ell concentrates on radio, TV and video, then reinforce the message with billboards in his Bismarck, ND, market. This year, the focus is on o ering products that can’t be easily comparison shopped and that come with incentives including gifts with purchase and interest-free fi nancing. Ell purchased a large quantity of necklaces and earrings to be used as the “irresistible gifts with purchase” for customers who spend a certain amount. Ell says that while many of his competitors advertise by claiming to have the lowest price, he prefers to add extra value rather than engage in a “race to the bottom.”

Having Fun with Instagram

Karen Hollis is the star of her unscripted Instagram video show for her Batavia, IL, K. Hollis Jewelers, whether she’s showing a few of her favorite holiday gifts, literally “spinning” into the holidays with dance moves or lying on the store fl oor petting her dog. She is her brand. And her brand is all about authenticity, spontaneity and fun. “What’s funny is people are calling the store and saying, ‘Do you still have that necklace you were wearing on Instagram on Tuesday?’ We had to start making a list of what I wore when because I couldn’t remember,” Hollis says. She has so much fun on social media that she’s put together a bloopers compilation of outtakes that she posts on April Fool’s Day

The Voice of the Business

Marc Majors, owner of Samuel L. Majors Jewelers in Midland, TX, appears in his own TV commercials, a personal touch that resonates with the crowd looking to buy local and buy small. “Anybody can take video or pictures of product and make a generic commercial, but when you add the personal touch of being in your own commercial and talking about your business, then it seems more important,” he says. “I also voice my own radio spots, and people seem to gravitate toward that as well. I’ll be in the grocery store talking to the cashier and someone will tell me they recognize my voice.”

Finding the Right Niche

Maejean Vintage is based in Lancaster, PA, and was founded over a decade ago as a global online business specializing in vintage and antique jewelry. But their showroom is open by appointment, so co-owner Laura Mae advertises in the local Fig Magazine as a way to connect with their local customer base. “It’s pretty much the only print advertising we routinely partake in,” she says. “The magazine is local and focuses on fascinating and inspiring stories, guides, and community. When deciding upon print advertising for our unconventional and niche business, the right fi t was especially important.” For this particular holiday ad, social media coordinator Heidi played model. “We decked her out in some of our most glamorous and sparkly pieces with a holiday inspired look!” Mae says.

All About the Jewelry

Rick Nichols, owner of Nassau Jewelry Co. in Fernandina Beach, FL, has been advertising in the local Amelia Island magazine for seven years, and shoppers bring in the ads or mention they’ve seen them year-round. Readers tend to be over 40 and not active on social media, so it’s a good way for Nassau Jewelry to connect with what is a desirable demographic for them. Nichols doesn’t mention Christmas in his holiday-season ads because he doesn’t believe it’s necessary and he prefers simplicity. “People are aware it is Christmas,” he says. “In the end, it’s about the jewelry.”

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Zadok Jewelers
Houston TX, founded 1976

Judges say Zadok Jewelers is a fine example of an elite luxury retailer across all facets of their business. Their fully revamped e-commerce website, launched to coincide with the opening of their new store in 2021, is one of the best in the business. The move, which brought the showroom to a sprawling 18,000 square feet, also delivered 14 shop-in-shops, four boutiques, and interior finishes best described as opulent, rich and elegant. Zadok was founded in Houston by Dror Zadok and his wife, Helene; their sons, Jonathan, Segev and Gilad represent the seventh generation of the family business with roots in Jerusalem and Yemen. Architect and design firms include Michael Hsu Office of Architecture and Nina Magon Studio.

Craig Husar
Brookfield, WI, founded 1968

Craig Husar, in honor of the company’s 50th anniversary, decided to pursue his lifelong dream of building a freestanding store and designing it himself. He collaborated with Swarovski to create the Star of Husar, the largest star-shaped chandelier in the Midwest, which is suspended inside a 40-foot tall, halo-topped tower. Judges also noted that Craig’s personal story adds allure to his brand. Before returning to the family jewelry store founded by his father, Lyle, Craig worked as exhibition director for treasure hunter Mel Fisher. “Who wouldn’t want to buy jewelry from a treasure hunter?” says judge Mitchell Clark. The architect was Jeff Stowe, So Architecture, LLC.

Murphy Jewelers
Whitehall, PA, founded 1913

Judges describe Murphy Jewelers’ third store, which debuted in 2020, as warm and comfortable. Modern, open-air casework, a cozy fireplace, 86-inch TV and a bar serving Pottsville, PA-made Yuengling beer, combine to make everyone feel at home. The factory building-style exterior design has a retro vibe that speaks to the company’s storied history, while the online presence is well integrated into the business and by no means an afterthought. The store was designed by owners Mallory and Kim Murphy, with some help from their cousin, Annie Murphy, an interior designer.

Hale’s Jewelers
Greenville, SC, founded 1856

Lucian Lee opened a stunner of a new store in 2021 with an update of Hale’s, the 166-year-old retail jewelry business that he spent a lifetime growing. Judge Bruce Freshley of Freshley Marketing describes the architecture as jaw-dropping. “It’s actually one of the most dramatic retail stores of any kind I have seen in years,” he says. But the raves didn’t stop with the store design. Judges were also impressed with Hale’s community involvement and family-first spirit. “Hale’s may be the oldest business in Greenville, but this store is a breath of fresh air,” says judge Mitchell Clark. Architecture and interior design by DP3 of Greenville.

Revolution Jewelry Works
Colorado Springs, CO, founded 2013

Revolution Jewelry works has grown by leaps and bounds since Jennifer Farnes founded it in 2013. The latest iteration of her custom operation brings the total footprint to 4,300 square feet and features a 350-pound showstopper of a chandelier as showroom centerpiece. The floors are liquid metal, and gemstones are embedded in the countertops. Judges say creativity and joy is masterfully expressed through the interior, which Farnes designed, while authenticity and warmth are conveyed through the online experience. The marketing message is fresh, bold and edgy, just like the store.

SMALL COOL

WEND Jewelry
Seattle, founded 2020

Owner Wendy Woldenberg creates handmade, gender-neutral jewelry from sustainably sourced materials. She opened WEND, a combination studio, showroom, classroom and art gallery in 2021. The small but soaring space was designed by Zero Plus Architects with 17-foot-tall ceilings and a wall of glass. Judges note the versatility and efficient use of space. Every element of the WEND brand feels seamlessly interconnected and infused with natural elements.

Walton’s Jewelry
Franklin, TN, founded 1974

After the business suffered a fire in January 2021, the resulting unplanned renovation uncovered a treasure trove of historical features: hardwood floors, a beadboard ceiling and old brick walls among them, which add to the character of the place. The business, which specializes in antique and estate jewelry, is owned by Julie Walton Garland and her father Michael Walton. Judges say Walton’s is a rare window in time that exudes Old World charm while also being seamlessly integrated online for a 360-degree experience.

Malka Diamonds & Jewelry
Portland, OR, founded 2008

Malka Diamonds & Jewelry, owned by David and Ronnie Malka, is a full-service jewelry store that showcases exceptional craftsmanship. The new location, which opened in 2020, is on the second floor of a building in Portland’s lively Pearl District. The showroom, designed by Elk Collective, is divided by a custom cube with windows, which houses a full shop. Judges found the space beautiful and inviting. Judge Joanne Slawitsky said the abundant natural light pouring in from the windows and reflecting the light in the glass-on-glass cases gives the space the pleasant illusion of spending time outdoors.

Anna Zuckerman
Boca Raton, FL, founded 1996

Anna Zuckerman outfitted her 750-square-foot showroom with luxury finishes and custom showcases to display the eponymous, affordable jewelry brand she launched in 2020. The storefront, designed by BE Designs, brings to life her vision of making luxury accessible to all, offering fine sterling silver jewelry styles with an average retail price of $199. “Every woman deserves to sparkle” is her mantra. Judges say the space is stylishly luxurious and beautifully upscale.

Karina Brez
Palm Beach, FL, founded 2011

Judges find Karina Brez’s showroom to be open and inviting despite its tiny 125-square-foot showroom footprint. Brez’s jewelry brand is founded on her love for jewelry and horses, which takes shape in equestrian-themed pieces crafted with exquisite detail. That love of detail is reflected in the store’s interior design from the gilded ceiling to the braided carpeting. The showroom opened in 2021 and was designed by Romanov Interiors to make the best use of the space.

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“Vendors are talking about how they manufacture in a carbon-friendly manner, customers are asking for sound abatement and realizing the importance of low VOC wall coverings and paint (volatile oil compounds that contribute to poor air quality),” she says.

Along with this increased awareness has come a longing for hints of nature indoors, even (or especially) in places of business.

Green retail space, which incorporates plants, living walls and other greenery into the space, along with natural features including wood and stone, is a burgeoning trend, says interior designer Leslie McGwire. She enjoys bringing nature into the interior if it aligns with the store owner’s vision. In the right setting, green accents can be a breath of fresh air literally and figuratively.

When it comes to a living green wall, the only way to keep the greens looking great is to have a professional service come in weekly, McGwire recommends. “They water and replace old plants. They use common plants so they can change them out for a low cost.”

McGwire says employees and customers alike are more relaxed and productive when surrounded by nature. Positive emotions can lead naturally to a happier shopping experience and increased sales; extra oxygen can fight inertia and fatigue.

An Oasis in the Desert

At Occasions Fine Jewelry in Midland, TX, interior designer Leslie McGwire worked with owner Michael Fleck to install a living green wall, which has become a focal point of the recently reimagined showroom. The greenery acts as an oasis in the store that has an ambience and color palette that Fleck describes as desert luxury.

Moss Makes the Scene

While a rolling stone may gather no moss, that’s not the case for Wendy Woldenberg, who enjoys collecting it. The jewelry designer founded her retail business, WEND Jewelry in Seattle, on principles of sustainability. She has incorporated moss into a sit-down jewelry display. The jewelry, which is inspired by natural elements, both complements and contrasts with the organic backdrop.

Seasonal Sensation

At the Village Goldsmith in Wellington, New Zealand, the plants in the green wall installation are automatically fed three times a day and tended to by gardeners twice a month. Different plant species are added, sometimes to create seasonal color palettes. “It’s a wonderful and ever-changing vista,” says Allette Ockhuysen, brand manager. “It creates an environment that produces oxygen, filters the air and provides a comfortable and healthy atmosphere for clients and staff.”

Subtle Serenity

At Murphy Jewelers in Whitehall, PA, pops of green add refreshing accents to a neutral color palette in the expansive, 4,050 square-foot showroom, which opened in 2020. The store is owned by the Murphy family, who designed the interior.

A Relaxed Vibe

At Mitchum Jewelers in Ozark, MO, planters filled with vibrant green foliage take center stage, but can be seen along many sight lines throughout the space. “I think one thing that customers notice immediately in our store is how comfortable the vibe and energy are,” says owner Randy Mitchum, who undertook a major expansion and remodel in 2018, under the design direction of Jesse Balaity of Balaity Property Enhancement. Another appealing organic feature is a stacking stone wall in the bridal enclave.

An Enchanted Garden

Ellie Thompson in Chicago has an organic theme throughout her jewelry boutique. A shade garden adds warmth and curb appeal out front. Inside, sterling silver jackalopes, designed by Thompson, hide among miniature ferns. Jewelry pieces, including a snake, pop up on plants and natural stone surfaces, lending them an organic air. A magical rose motif adorns one wall.

Picturesque Party Space

Interior and exterior seamlessly converge on the patio at Provident Jewelry in Wellington, FL, where palm trees and a lush, green border add tropical ambience to events ranging from polo season parties to more intimate affairs. Owners Rob Samuels and Scott Diament own Provident Jewelers.

Blending with Nature

Karina Brez, owner of Karina Brez Jewelry in Palm Beach, FL, has framed her entrance with greenery, easing the transition from exterior to interior. Once inside, expansive windows allow for views of palm trees. The store was designed by Romanov Interiors.

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Wasim Shazad, owner of V. Jewelers on Philadelphia’s Jeweler’s Row, could be sentenced to up to five years in prison, a $250,000 fine and restitution to the IRS, authorities said. Scroll down to watch a news video from WPVI-TV about the case.

He allegedly conducted financial transactions through a series of jewelry purchases made by an IRS undercover agent.

An agent bought jewelry from the store using cash and claimed that his income was from selling drugs, according to authorities. The jewelry consisted of a platinum and diamond necklace sold for $24,000 and a canary diamond and platinum ring sold for $23,000.

Shazad, of Norristown, PA, was accused of failing to report the payments to the federal government.

“Federal laws that regulate the reporting of financial transactions are in place to detect and stop illegal activities,” said Yury Kruty, IRS Criminal Investigation special agent in charge, according to Patch.

Kruty added that the failure to report the transactions “promoted the use of ill-gotten gains within our financial system, which is a crime.”

“His admission of guilt today underscores law enforcement’s tireless commitment to enforcing these laws,” Kruty said.

Shazad’s legal troubles came to light in December 2017, when his store was raided by federal agents.

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Owner Gary Block, grandson of founder Harry Block, has decided to retire along with his wife, Leslie Block.

The business has been at its current location on Baltimore Pike since 1966, but its origins date to 1929, Patch reports. That’s when it began as a mail-order operation.

In 1955, the company launched a catalog showroom model, eventually growing to four locations. It sold not only jewelry but also housewares, electronics and other items, according to Patch.

Since 1985, Block has focused on jewelry.

A going-out-of-business sale is underway.

“We’ll miss our customers and the camaraderie of seeing them on a regular basis,” Gary Block told Patch.

Read more at Patch

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Branded Bottle Leaves an Impression

Erik and Leslie Runyan, owners of Erik Runyan Jewelers, developed their own wine label to promote their Vancouver, WA, business. “It gives me great pleasure to open and share a bottle with a customer or send them home with some to think about and enjoy later,” Erik says. They’ve also hosted Wine Wednesdays to give clients another reason to visit. Light appetizers and local seasonal wines are used to create a fun and casual environment at the jewelry store.

What’s Upstairs? A Lifestyle Libation

On the second floor of BC Clark’s newest store in the upscale Classen Curve shopping center in Oklahoma City, guests will find a second spacious showroom, which is home to the Life:Style department featuring home decor, gifts, accessories, a bridal registry and — what else? — a wine bar. BC Clark is owned by Jim Clark and sons Coleman Clark and Mitchell Clark.

An Elegant Twist on Coffee

An elegant coffee service fits the mood at John Cauley Jewelers of Mobile, AL, which offers beautiful surprises around every corner. “When a new customer comes into the store, we usually hear them say, ‘Wow, this is a hidden gem,’” says owner John Cauley, whose gradual expansion of the space has turned it into a succession of separate rooms, each with a particular style and purpose.

Hershey’s Kisses Always In Stock

Vardy’s Jewelers owners Vandy Shtein, Fanya Hull, Misha Shtein and Alice Shtein strive to make the Cupertino, CA, store welcoming. From complimentary wine and champagne to freshly brewed coffee, the showroom is the family’s home away from home. They roll out the red carpet for customers with comfortable seating, potted plants, real wine glasses and Hershey’s Kisses. Vardy’s is ADA-friendly (including its website) and always has treats and cool water to welcome four-legged guests.

This One’s For Oenophiles

Rome Jewelers is set in a comfortable, friendly environment in Wilmington, OH, complete with a wine bar, large-screen TV and refreshments. In the summer of 2020, they opened a complementary business, Venice Wine, inside the store. Owners Marc and Joe Sodini upgraded the wine cases to custom fit the maximum allotted wine on each shelf. Lighting features in each case illuminate the special details in every bottle. Under the bottled shelved wine, they carry a selection of wine-themed gifts.

Cultivating a Hometown Flavor

Kim Murphy and her daughter, Mallory Murphy, were both instrumental in the interior design of their new Murphy Jewelers store in Whitehall, PA, while consulting with cousin Annie Murphy, an interior designer. They are especially proud of the bridal bar, where customers can shop for an engagement ring while enjoying a Yuengling beer from the Murphys’ hometown of Pottsville, PA. There’s also a cozy fireplace and an 86-inch TV. “Knowing our customers would be spending a lot of time in this area making a lifelong purchase, we wanted to make sure they were comfortable and at ease,” Mallory says.

Bourbon Banishes Stuffiness

When Diamond Center Jewelers opened in 2020 in Fort Smith, AR, the bar area with a 60-inch TV quickly became a client favorite, say owners Jim Cash III and Kayla Cash. “I am a whiskey and bourbon buff, so keeping the bar stocked is a lot of fun to me,” Jim says. “The bar automatically eases clients. They don’t feel like they are in a stuck-up or stuffy jewelry store.”

Everyone’s Favorite Is on Tap

T.C., Beth and Chris Carter envisioned a warm, inviting and hospitable atmosphere for their Mountain Home, AR, store from the moment that clients walk in the front doors and see a fireplace. Carter’s Jewel Chest’s hospitality bar area offers snacks, drinks and a TV. Mimosas and Bloody Mary’s are often shared and a local brewery’s favorite beer and root beer are always on tap. The on-tap beer is proving to enhance the men’s experience, especially, allowing them to feel more comfortable in the jewelry store environment. It doesn’t hurt that the TV over the bar is always playing sports too. In order to further enhance the customer experience, a signature of the store is freshly baked cookies that are passed out daily.

Fully Equipped for Relaxation

The Diamond Family’s owners Michael and Alex Haddad have equipped their dream 4,000-square-foot store in St. Louis, MO, with a lounge featuring a full bar, leather couches, massage chairs, a 60-inch TV, an electric fireplace and refrigerators for beer, water, soda and wine. “Treating people like family is the pillar of our business,” says Michael.

It’s a Treasure Hunt for All Ages

Liz Saba, owner of Presley & Co Fine Jewelers prominently displays a safe from the 1930s near the entrance of the San Diego store. “We keep wine and champagne for the adults, and ring pops and chocolate coins for the kids in the safe, and kids delight in helping to open it and discovering the treasure inside,” Saba says.

Let’s Hang Out

Owner Chae Carter says Carter’s Jewelry of Petal in Petal, MS, is known for being welcoming. In addition to serving refreshments, Carter has responded to the needs of her customers by adding hang-out areas, as the need becomes clear, including a Kid’s Corner for children to play and color while parents shop, and a Men’s Den, which includes a bar and a lounge.

This Bar Is Trademarked

Tim and Sharon Zorells treat clients of Zorells Jewelry in Bismarck, ND, to mimosas, wine, coffee, and soda while they have their jewelry cleaned or browse luxury designer selections at their trademarked Wine and Shine Bar. The store was designed by Leslie McGwire.

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T’S UNCLEAR WHO first said culture eats strategy for breakfast, but it’s one of the great truths of running a business. Without the right culture, not much positive can get done. And indeed, with the wrong culture, ruin awaits regardless of the business plan. Organizational cultures are tremendously powerful. From a pure business standpoint, they can raise standards, spur productivity and engagement, engender accountability, and boost employee retention and loyalty. They can ensure a customer’s welfare is paramount, or that every single worker is focused on the bottom line, or that they’re constantly looking for the next big idea. They can attract the right people and deter the wrong ones from applying. And when the culture is aligned with your own personality and beliefs in how a business should run, it just makes coming to work a win instead of a battle.

As Howard Schultz, the former CEO of Starbucks, has acknowledged, without its culture, his $125 billion company would be nothing: “The only competitive advantage we have is the culture and values of the company. Anyone can open up a coffee store. We have no technology; we have no patent. All we have is the relationship around the values of the company and what we bring to the customer every day. And we all have to own it.”

The power of culture is something that most business owners understand. More than 78 percent of the jewelers in our Brain Squad said they agreed that culture was critical to their company’s performance and success.

And yet culture is also something most small business owners don’t actively manage (only 39 percent of the jewelers in our survey said it was an active priority). This seems to be for two main reasons. First is the view of management that reflects the traditional theory that business is essentially contractual: Employees exchange their labor for money and are motivated by incentives and controlled by policies. But the second, probably bigger, reason is that culture is fiendishly hard to control. Unlike technology, inventory or physical environments, culture is “wet.” It’s human and involves emotions, social connections, ingrained behaviors, and psychology. And while culture is incredibly easy to spot — think of organizations like NASA, the U.S. Marines, the New York Ballet, Google or Trader Joe’s — it remains this nebulous, intangible thing that can be hard to corral.

It’s also one of the most difficult things to impose from the top down. This is partly because there is no one “best practice” model that can be implemented. Culture is inherently organic. It is made up of the unsaid stuff — shared values, expectations, social norms and pressures. It is the things people do when the boss is not around (which ultimately is probably the best definition of culture).

And annoyingly, it’s not like you can even ignore it. Even if you don’t try to manage it, a culture will take root. Every business has one. And it can change quickly.

“We discovered the hard way that our company culture changed for the worse when we expanded,” recalls Melissa Quick of Steve Quick Jeweler in Chicago. “It doesn’t matter if you have spiffs for PTO, contests for gift cards for the best restaurants, close stores to take everyone (22 people!) to the Vegas shows, give your staff Lollapalooza tickets … if you have a couple of negative people and don’t recognize it as a problem or take action, it will get out of hand quickly.”

To turn things around, the Quicks decided they had to do a complete reset, which included downsizing. “We realized we could have a better store culture and offer a better shopping experience by getting small, so we did.”

According to management theory, cultures can be plotted against two axes running from tight to loose and from permissive to ordered and hierarchical.

Writing in the Harvard Business Review (HBR), Harvard business professor Boris Groysberg and his team say cultures can be classified into eight types or styles.

Caring work environments are warm and collaborative, with a focus on relationships and mutual trust. This family-like setup is one a lot jewelers identify with.

Purpose is exemplified by shared ideals and contributing to a greater cause. Whole Foods before it was swallowed by Amazon was a good example.

• Learning is characterized by an emphasis on innovation and creativity. Work environments are open-minded places that spark new ideas and support the exploration of alternatives. Failure is not considered a bad thing. Think Tesla.
• Enjoyment is expressed through fun and excitement that is shared with customers. Zappos set the high bar for this kind of culture, again before it was consumed by Amazon.
• Results are characterized by achievement, performance and winning. Wall Street investment banks typify this approach.
• Authority is defined by strength, often reflected by the leader, along with decisiveness and boldness. Steve Jobs-era Apple is a great example.
• Safety is defined by planning, caution, and preparedness. Work environments are predictable places where people are risk-conscious and think things through carefully. Insurance companies and medical institutions often fit this model.
• Order is focused on respect, structure, and shared norms and traditions. The SEC would be an example of such a methodical place where people play by the rules, and leaders emphasize procedures and time-honored customs.

“Whereas some cultures emphasize stability — prioritizing consistency, predictability, and maintenance of the status quo — others emphasize flexibility, adaptability, and receptiveness to change,” Groysberg writes in HBR. “Those that favor stability tend to follow rules, use control structures such as seniority-based staffing, reinforce hierarchy, and strive for efficiency. Those that favor flexibility tend to prioritize innovation, openness, diversity, and a longer-term orientation.”

Most organizations are typically a mix of more than one style. Nearly all businesses — as commercial enterprises — are results-oriented to some degree, but a mom-and-pop business in a tight community will often be more focused on caring than, say, a Wall Street investment bank.

Although business cultures seem to rise and fall like fashion (the Silicon Valley model of smart failure, anti-hierarchy and innovation seems to be all the rage now), no one culture is inherently better or worse than another. For whatever problems the hyper-competitive, money-focused Wall Street model may impose, it also drives a tremendous work ethic and does what it is supposed to: attract bright young minds and bring in money. The key thing is that the culture is aligned with what the organization is trying to achieve.

As our chart shows, our Brain Squad jewelers ranked Caring as their No. 1 cultural value with Authority the least desired style.

The other thing about cultures is that they prevent behaviors as much as they promote them. As much as you may want to foster a cohesive culture, too much groupthink can be dangerous when times call for change.

When “it’s the way we’ve always done things” dominates, that can spell disaster for a commercial enterprise in a fast-changing world.

Turning a culture around takes time. In the following pages, we provide tips from jewelers and business experts on how to foster a driven, happy team whose goals and values are aligned with yours.

FIRST, LISTEN

Founders obviously play a significant role in setting company culture, but before too long, it takes on a life of its own and develops organically from the staff. Before you can change your store’s culture, you need to understand it and know how your staff views it. That requires spending time with them and discussing the issue. Form small groups — no more than four employees in each — and spend 60 to 90 minutes asking open-ended questions like:

• What 10 words would you use to describe our company?
• What advice would you give a friend if they came to work here?
• Around here, what’s considered really important?
• Around here, who fits in and who doesn’t?
• What does it take to succeed here? What behaviors get rewarded?

“Leaders tend to think employees won’t open up — but we’ve seen the opposite,” says Joseph Grenny, a social scientist and head of leadership training company VitalSmarts. “When an executive sits down and truly listens, employees will be surprisingly honest.”

Allison Leitzel-Williams has found that to be true at her family’s store, Leitzel’s Jewelry in Myerstown, PA. “Listen to your employees. Know there is more than one way to do something right and empower them. If you have a great culture, they will do great things for you.”

ESTABLISH YOUR PURPOSE

Nietzsche probably put it best: “He who has a why can bear with almost any how.”

Purpose may not be your No. 1 cultural priority, but it needs to be articulated clearly to new hires, in your written core values as well as modeled and celebrated to reinforce a positive company culture. “People who find meaning in their work don’t hoard their energy and dedication. They give them freely … Positive peer pressure kicks in, collaboration increases, learning accelerates, and performance climbs,” say business professors Robert E. Quinn and Anjan V. Thakor, writing in the Harvard Business Review. When your business involves some of the most important days in people’s lives, establishing purpose shouldn’t be difficult, but it can be overlooked in the day-to-day rush to get things done. Be sure to share the stories from appreciative customers.

ARTICULATE YOUR VALUES

In his book Delivering Happiness: A Path To Profits, Passion, And Purpose, which tells of online shoe company Zappos’ growth into a billion-dollar enterprise, late founder Tony Hsieh recounted how he resisted publishing formal core values – “essentially a definition of our culture” – during the first seven years because he had thought of it as a very “corporate” thing to do. The delay, he says, was one of his bigger management mistakes as the core values become central to hiring, the way staff interact with each other and customers, and the way the company does business. Rather than lofty sounding but meaningless verbiage, Hsieh said his goal was “a list of committable core values that we were willing to hire and fire on. If we weren’t willing to do that, then they weren’t really ‘values.’” The 10-point list, which includes values such as Deliver Wow Through Service, Embrace Change, Create Fun and a Little Weirdness, Do More With Less, and Be Humble, took a year to put together and was built on employee input. “Over time, our recruiting department developed interview questions for each and every one of the core values, and we tested our commitment during the hiring process,” wrote Hsieh. Christina Baribault-Ortiz says her store, Baribault Jewelers in Glastonbury, CT, has a similarly clear company mission that “any staff member could repeat at the drop of a dime.” She recommends framing your core values in a bright positive color and placing them on a shared wall.

FOCUS ON VITAL BEHAVIORS

When it comes to fostering cultural change, don’t worry about outcomes; focus on behaviors. Get those right and the outcomes will take care of themselves. Many managers understand this, but what most don’t appreciate is just how few high-leverage behaviors are needed to drive a lot of change, says BYU management studies professor Kerry Patterson in Influencer: The Power To Change Anything. Watch what your best performers are doing and try to determine the unique behaviors that make the difference. Run mini experiments to verify your hunches and then put your findings into practice. Patterson cites the case of a company that wanted to improve its service culture but had only one sales team that met its targets in terms of customer satisfaction. By observing them in action, it was found they did five things without fail: Smiled, made eye contact, identified themselves, let people know what they were doing and why, and ended every interaction by asking, “Is there anything else that you need?” Simple stuff, but when implemented without fail, the company got the results it was looking for. “Confusing outcomes with behaviors is no small matter — it’s behind most failed influence strategies,” says Patterson.

TELL STORIES

When trying to cajole workers to accept cultural change or new behaviors, it is easy to come off sounding like a nag, a manipulator or just an overly demanding business owner. As opposed to lectures or directives, stories are effective because they transport people out of the role of resistor/critic and into the role of participant in an emotionally charged drama. Stories help people view the world in new ways while giving them hope. They can show the consequences of mediocrity and connect people with the experiences, feelings, and impact of bad performance. Keep the issue alive by telling stories that illustrate work well done and the real human cost of shoddy work, such as lost diamonds, ruined weddings or customers who felt they weren’t listened to. In addition to having characters who are identifiable, “make sure that the narrative you’re implying contains a clear link between the current behaviors and existing or possibly future negative results,” says Patterson. Also be sure that the story includes positive replacement behaviors that yield new and better results. When you’re promoting change to the way people work, your stories need to deal with both the questions of “Will it be worth it?” and “Can I do it?”

According to studies, it takes an average of 10 to 20 exposures to an idea before it will be accepted. “It’s hard to remember that it takes soooo much time to shift culture. Stick with it! The reward is actually in the journey,” says Natasha Henderson, owner of Saxon’s Fine Jewelers, Bend, OR. Tom Duma, owner of Thom Duma Fine Jewelers, in Warren, OH, says his experience has been similar: “Company culture starts with the head (owner, management), then vision and core values. And then training, training and more training to get a staff of 10 or 50 to understand and function in your desired culture,” he says.

PROMOTE ACCOUNTABILITY

Defending the high standards of a culture requires peer accountability. Indeed, on high-performing teams, peers manage the bulk of the heavy lifting when it comes to maintaining standards. Almost counterintuitively, it is in weaker teams that bosses must enforce standards. Regular weekly reviews can provide opportunities for mutual feedback and establish peer-accountability as a norm, Grenny says in his book Crucial Accountability. It’s key that your store becomes an environment where everyone feels empowered to challenge anyone if it is in the best interest of the business. As the boss or manager, you must also be quick to defend the high standards. A chronic poor performer is a clear impediment to the goals you’ve set. How you handle this situation will let your team know whether your highest value is keeping the peace or pursuing performance. “When you ask a group to step up to high performance, you are inviting them to a place of stress — one where they must stretch, where failure is possible, where interpersonal conflicts must be addressed,” writes Grenny. “If you shrink from or delay in addressing this issue, you don’t just lose that person’s contribution — you send a message to everyone else about your values,” he says.

APP IT

Online reward programs based in psychological testing can make the implementation of reward programs easy. An example is Bonusly, a program that allows workers to recognize each other’s hard work and reward it. “We give all employees 150 points a month that they can give to co-workers for doing a great job,” Optima Office founder and CEO Jennifer Barnes told Inc. magazine. “It’s important because it shifts the company culture from just trying to impress the boss to working for the team.” Evidence highlights the importance of keeping incentives small, spontaneous and symbolic. If the rewards are too large, the focus on extrinsic rewards may undermine workers’ motivation to give their best effort, leading them to only provide help with the expectation of receiving a payoff.

HIRE TO BUILD CULTURE

Hire for culture not skills is a business truism. Or as the shorthand version puts it: A Good Hire = Skill + Will + Cultural Fit.

But what many managers look for and are acting on is more of “an intuitive sense of, ‘Would I get along with this person?’ and that often isn’t very reliable,” Kirsta Anderson, head of culture transformation for Korn Ferry, told the Wall Street Journal. Marc Majors, owner of Sam L. Majors in Midland, TX, says that was certainly the case with his hiring. “I used to hire people off of first impressions, and I’ve been fooled a time or two doing that. One time I hired a gal after interviewing her for about 30 minutes and got stuck with a morally drained individual. It caused a toxic workspace once her secrets got out,” he says. Now he tries to be much more methodical.

Anderson says hiring managers need to go deep and figure out whether applicants are in sync with more fundamental elements of their culture. “Are they excited about how the company innovates, serves customers or makes a social impact? Will they mesh with the way individuals and teams at the company work, by collaborating or competing? And will they naturally make decisions the way the employer wants — individually or as a group, embracing or avoiding risk?”

Keep in mind that culture is not someone who looks and talks like you and has had similar life experiences.

Here’s what it is:

• Shared enthusiasm about a company’s mission or purpose
• A common approach to working, together or individually
• A mutual understanding of how to make decisions and assess risk

Here’s what it’s not:

• A common educational, cultural or career background
• A sense of comfort and familiarity with co-workers
• Shared enjoyment of such perks as ping pong and craft beer

Dave Fadel of Fadel Enterprises in Bountiful, UT, says his approach to building a store culture is to “compliment staff on anything positive.” It’s a model many jewelers would be wise to follow. Praise is one of the best ways to guide behavior, and yet most managers are total misers, rationing it out as if there was a significant cost attached and then only for outstanding work. But according to Patterson, when polled, employees reveal that their No. 1 complaint is that they aren’t recognized for their notable performances. While a leader may shy away from sharing praise for efforts that are simply a part of an employee’s job description, people crave that sense of recognition and appreciation, Patterson says. He recommends giving each team member time during your Friday meeting to share not only their own experiences but a shout-out to someone who helped them during the previous days. When they know this is coming each week, they will be more inclined to stay connected and keep track of who they worked with and how they were able to help each other.

INSTITUTE A “NO ASSHOLE RULE”

Retail can be a high-pressure business at times, but that shouldn’t be allowed to excuse bad behavior. In The No Asshole Rule: Building A Civilized Workplace And Surviving One That Isn’t, Bob Sutton, a professor at Stanford Business School, makes a well-reasoned argument that assholes — who he defines as self-centered, abusive, toxic individuals — are not only bad for the people that work with them, but for the organizations that harbor them. And even if assholes are successful, life is too short and too precious to tolerate them, he says. “There’s all this negative carnage. The people around them, their physical and mental health and personal relationships, they all suffer. No positive culture can survive their corrosive influence. Show them the door,” he says. Michael Kanoff, owner of Michael’s Jewelers in Yardley, PA, concurs. “Team chemistry is everything to me. For years, I felt I always worked with someone who brought the entire company down. We no longer have that and we are doing better than we ever have.”

MAKE IT A GREAT PLACE TO WORK, BUT …

Culture is often the difference between your team waking up thinking, “I have to go to work” and “I get to go to work.” Happy hours, team lunches, birthday shout-outs, and company outings can help build a positive environment, and people generally do their jobs better when they trust and like their co-workers. But culture is not about providing a company keg or other frills. It’s hiring people who have meaningful shared values (and who actually want to have beers together). Celebrated business author Tom Peters says, “Give a lot, expect a lot, and if you don’t get it, prune.” That may sound glib, but each part of this advice — the setting of standards, the communicating of them and the systematic support to ensure they can be carried out — requires conscious effort on the part of the business owner. People want to work for a company that they can be proud of and that is going to bring out the best in them. It’s the serious stuff, not the frivolous, that matters.

MODEL THE CULTURE

“The greatest influence in the world is the influence of norms,” says Grenny. “When people see visual models of desirable behavior, and when that behavior becomes widespread, it also becomes self-sustaining.” However, few people understand that norms change one person at a time. When someone offers a living example of behavior that solves a problem, others can be powerfully influenced by that one person. “When we coach executives to inspire others, we tell them to find that one positive example — a person, a team, a unit that went the extra mile to help a customer, to help out a fellow employee, meet a particularly high standard — and make it evident these are your expectations and let it sink into the collective conscience of the entire organization,” says Grenny. It helps to keep your eyes open for such positive behaviors, says Dorothy Vodicka, owner of The Gem Collection in Tallahassee, FL: “Do the one-minute manager technique of catching employees doing the things you want them to do and rewarding that behavior.”

As the company leader, make sure your mission statement is enacted in the “micromoments” of daily organizational life. “These consist of small gestures rather than bold declarations of feeling,” write management professors Sigal Barsade of Wharton, and Olivia O’Neill of George Mason University in a column in HBR. “For example, little acts of kindness and support can add up to an emotional culture characterized by caring and compassion.” Such signaling happens at Sherries Jewelry Box in Tigard, OR, where owner Sherrie Schilling-Devaney cites Caring and Joy as their top priorities. “We try to have some fun and laugh every day, even if it is just at ourselves,” she says. The same goes for the less glamorous aspects of work, says Ralph Vandenberg, owner of Vandenberg’s Jewellers in Alberta, Canada. “It all starts with the boss. Do the dirty jobs. Don’t act like any job in the store is beneath you. Not much motivates like the staff coming in and seeing the boss vacuuming or cleaning the bathroom.”

ENLIST YOUR OPINION LEADERS

The people who make up our social networks are the key sources of persuasion in our lives. But some of those people are far more powerful than others. When it comes to adopting new ideas or behaviors, for example, it is estimated 85 percent of the population will not adopt a practice until they see these so-called opinion leaders or early adopters do it. These people represent only about 13.5 percent of the population. They are smarter than average and tend to be open to new ideas, but they are different from innovators (the other 1.5 percent of the population) in one critical way as they are socially connected and respected. When trying to improve your culture, you have to identify and win these people over to your cause. “Spend a disproportionate time with them, listen to their concerns, build trust with them, be open to their ideas, rely on them to share your ideas, and you’ll gain a source of influence unlike any other,” writes Patterson in Influencer.

SEEK ADAPTABILITY

There is a second danger in hiring for cohesion: Too much emphasis on cultural fit can stifle diversity and cause managers to overlook promising candidates with unique perspectives, an important attribute in our fast-changing world.

“Where everyone thinks in similar ways and sticks to the dominant norms, businesses are doomed to stagnate,” says Wharton organizational professor Adam Grant, urging that you hire for adaptability as well.

“In some environments, culture can be so cohesive and strong that groupthink can occur where management or staff teams are committed to a singular vision that crowds out any view on a more viable future alternative — organizations that have a very strong product identity and value prop are more susceptible to this than others,” he wrote in a 2019 paper. As advertising legend Walter Lippman put it: When all think alike, then no one is thinking.

Kim Hatchell, the manager at Galloway & Moseley in Sumter, SC, says that’s one of the things she’s learned in the business: “Do not be so rigid and stuck in the ‘we’ve always …’ mindset. Expand and include new ideas,” she urges.

STRUCTURE YOUR ONBOARDING

Get a robust onboarding plan in place, and you’ll allow new hires to navigate your company culture with confidence and quickly get up to speed. “Clearly defining organizational goals and explaining the ‘why’ behind them is essential during the onboarding process, when new employees are learning the ropes and grappling with what is expected of them. It also sets the scene for personal accountability,” former Intel CEO, Bob Swann, told the New York Times in a story about his efforts to change that company’s culture.

A successful onboarding program:

• Helps new hires understand how work is done in a company and addresses the details of the company’s daily operations.
• Outlines the organizational structure and explains where everyone fits in the framework.
• Reinforces the company brand and its values, mission, and vision.
• Acclimates new employees to their surroundings and environment, which helps them feel connected to others.

BUILD TRUST

To a lot of employers, culture means employees who will keep working hard even when no one is watching. Trust is thus central to culture. The research of neuroeconomist Paul Zak has identified the brain chemical oxytocin — shown to facilitate collaboration and teamwork — as a key player in this regard: The higher the levels, the more energetic and collaborative the workers. In Trust Factor: The Science Of Creating High-Performance Companies, he details a framework for creating a culture of trust and building a happier, more loyal and more productive workforce. The framework includes eight key management behaviors that stimulate oxytocin production and generate trust: 1) Recognize excellence; 2) Induce “challenge stress”; 3) Give people discretion in how they do their work; 4) Enable job crafting; 5) Share information broadly; 6) Intentionally build relationships; 7) Facilitate whole-person growth; and 8) Show vulnerability. Ultimately, Zak concludes, managers can cultivate trust by setting a clear direction, giving people what they need to see it through, and then getting out of their way.

TREAT PEOPLE LIKE ADULTS

Create policies for the many, not for the few. That allows you to design policies to bring out the best in people, not micromanage their every move or bind them in red tape. Yes, some people will try to take advantage of you sometimes, but treat everybody like an adult, make sure they understand what their responsibilities are and trust them to do the right thing — and most will respond in the right way. “People perform best when they are themselves. It is more relaxed and makes the client feel more relaxed,” notes Don Unwin of Sterling Jewelers in Wethersfield, CT.

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“A shoulder-to-shoulder approach to sales is breaking down the barrier between the client and the sales staff,” says Keely Grice of Grice Showcase. “It’s much more personal and friendly.”

This strategy is also a good use of space, says interior designer Leslie McGwire, because this type of case can be placed just 2 feet from a wall, while a traditional case setup requires 6 feet behind it.

Another consideration is height. Most cases should be 42 inches tall for optimal viewing, McGwire says, while sit-down showcases work best at 36 inches.

Here are some notable examples that contribute to the customer experience.

Lighten Up

Hyde Park Jewelers’ new 4,400-square-foot location in Scottsdale, AZ, was designed by RDH Interests and Icon Designs & Fixtures to achieve a maximum density of display cases and products while lightening the look of the cases by eliminating their bases. Also eliminated is the visual barrier of metal glass frames, creating a glass-on-glass look. Curved and squared case configurations create visual interest. Perimeter displays were designed so that each brand had design latitude for its own cases, which were then seamlessly incorporated into the common design for the wall cases. The store is owned by Damon Gross.

Flexible Floor

Jim and Dareen Brusilovsky, owners of Marks Jewelers in Montgomeryville, PA, wanted their four-sided glass showcases to be totally mobile in their expansive 15,000-square-foot space. They achieved their goal, allowing for more than two dozen floorplan changes in the store’s first 18 months. Those moves take place around inventive permanent features, including a Diamond Diner and a bar.

In the Zone

Jesse Balaity of Balaity Property Enhancement and Torgerson Partners Architect pulled off a major expansion of Mitchum Jewelers in Ozark, MO, by creating a transition area between the two sides of the building. That space houses the Shinola boutique. Showcases throughout the 5,600-square-foot space are designed to be “front-sale” style and are all aligned with powerful white LED lights recessed into the ceiling above. Owner Randy Mitchum achieved his goal of creating more room for sales, storage, a vault, a private meeting room and working areas for the staff.

New Life

Owners Stephen Lennon and Theresa Kalil-Lennon transformed a somewhat narrow building that had enjoyed previous incarnations as a diner, a coin-operated laundry and a bank, into a bright, functional 1,400-square-foot showroom in New Hartford, NY. The floorplan for S. Lennon & Company Jewelers made room to accommodate quartz desks for customer consultations. Cases are clean-looking and custom made with an open boutique-style leg, so as not to overpower the space visually. Custom white shelves show off select pieces that clients can touch on their own.

The Centerpiece

Merchandise displayed in a graceful circular case near the entrance of B.C. Clark’s newest location in Oklahoma City represents a wide-ranging sample of what can be found in the store, with an emphasis on new arrivals. Jewelry and watches displayed front and center are changed monthly to keep the experience fresh and eye-catching. The store is owned by Coleman Clark, Mitchell Clark and their father, Jim Clark.

A Boutique Experience

Kelley Jewelers owner Kim Ingram wanted to create a boutique shopping environment in the middle of her 4,700-square-foot showroom that encouraged customers to try on items independently. Interior designer Leslie McGwire accommodated that request with open shelves and a built-in mirror. Most customers will notice and pass through the centrally located space on their way to the point of sale. While a high ceiling and overall open floor plan create a feeling of lightness in the expansive space, other designated areas custom tailored to top brands create smaller, more intimate environments throughout the Weatherford, OK, store.

Curvaceous Cases

Day’s Jewelers in Nashua, NH, owned by Jeff and Kathy Corey, is built on a curve, first established by a transparent glass wall along its exterior. The circular theme carries through to casework and ceiling, allowing a free-flowing circulation pattern that naturally draws patrons through the space while also maximizing linear display space. The circular design also creates an open lounge area in the center. The store was designed by YCC Jewelry Store Designs and architect Guy Labrecque Jr.

Airy Traffic Flow

Erik Runyan Jewelers in Vancouver, WA, owned by Erik and Leslie Runyan, is designed with space around stand-alone showcases to encourage visibility and ease of traffic flow, as well as to create a side-by-side selling environment and emphasize special pieces. These distinctive cases with an Old World look were hand built to order by a carpenter. They create a cohesive look with early 20th century Queen Ann ball and claw-leg jewelry cases that had also been used in an earlier location of the family-owned store and were later re-acquired from a museum.

At Ease

At the new Falls Jewelers location in Kannapolis, NC, Grice Showcase & Display employed sit-down cases for the bridal counter and front-opening, walk-around cases for the remainder of the layout. The store is owned by Sam and Jane Falls, who work with their sons Caleb Falls and Spencer Falls in the family business.

Mixing It Up

Storey Jewelers in Gonzalez, TX, boasts several large, custom-designed walk-around islands along with front opening displays and bridal sit down cases, by Grice Showcase & Display. There is also one center island featuring traditional cases. Paul Neuse is president of Storey Jewelers.

Rustic Revival

At JC Jewelers in Jackson Hole, WY, simplicity is the best policy when it comes to showcase layout. Owners Jeter and Jan Case lined their 240-square-foot showroom in their log-cabin store with modern wood cases for a natural synergy and optimal opportunities and space for tourists to browse comfortably. Floor and wall cases leave the center of the space wide open for side-by-side selling. Their store designer calls their look “Manhattan in a cabin,” simple and elegant.

Vast Potential

M Robinson Fine Jewelry is designed for maximum flow, with four gracefully curved islands that naturally guide clients from one case to another. Designing a vast, 5,500 square foot showroom to have an open yet intimate feel was the goal for interior designer Leslie McGwire in this Bee Cave, TX, store. Linear cases along the walls show off the branded collections. “The straight and curved cases give the overall space a balanced look and make it easier for the client to move through the store,” McGwire says. “The curves in the cases mirror the curves in the drop down ceilings,” adding to the store’s luxury appeal. Owned by Sherazad “Sunny” Lokhandwala, the store opened in 2020.

No Barriers

Provident Jewelry’s Wellington, FL, location, designed by ID & Design International, has a layout that invites exploration. The entire showroom was designed to eliminate obstacles between sales staff and clients. “There are no old-style counters where you go behind them to open them up,” says owner Rob Samuels. “That creates a separation that I don’t like.”

Elegant Ambience

Park Place Jewelers In Ocean City, MD, owned by Todd and Jill Ferrante, has a 3,000 square foot showroom with curved glass showcases, elegant chandeliers, and 30-foot vaulted ceilings, designed by Leslie McGwire. The space plan began with the owners’ desire for a statement making first impression in the form of a curved island near the front entrance. The flow of two middle islands gives the space a friendly feel, says interior designer Leslie McGwire. Other cases are placed along the walls to achieve best use of the space. All paths lead to the POS in the back of the store, ensuring that shoppers experience the whole store.

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Art Attack

The creative spirit housed in the Jewelbox in Ithaca, NY, appears too strong to be contained by four walls and a ceiling. Not only does the store, owned by Micky Roof, have a giant dragonfly perched on its roof, created by artist James Seaman, but the store also boasts a sculpture garden and mural wall. Last year, the garden was the venue for wedding shower with the theme, “Where the Wild Things Are.” The Jewelbox team also offers space to food trucks and provides picnic tables strategically placed to take advantage of the scenic waterfront backdrop of the Cayuga Lake Inlet.

Pop Art

At Jeweler’s Touch in Brea, CA, owned by Ken and Jana Rutz, The Love Mural, a painting by muralist Ruben Rojas, adds a colorful element to the decor while creating a photo-op spot for their guests to celebrate their engagements or other special milestones.

Tourist Friendly

Spicer Greene Jewelers owners Elliott and Eva-Michelle Spicer commissioned artist Ian Wilkerson to create a mural dedicated to Asheville, NC, on the side of their building. Each letter in AVL highlights a feature of the area, including the Blue Ridge Mountains and a waterfall. This mural replaces the “Love is Not Cancelled” graffiti-style mural, which the store owners commissioned during the early days of the 2020 COVID shutdown. The mural has been featured on the Facebook page of Visit Asheville, a tourist information center.

Diamond Dog

Ramsey’s “Diamond Girl” adds a whimsical touch in front of Ramsey’s Diamond Jewelers in Metairie, LA, while inspiring clients, kids, and curious passersby to pose for photos with her. Lori Ramsey acquired the locally casted sculpture by making a donation to Paws on Parade, an SPCA fundraiser, and transformed her into a bride dog with the help of a friend in the auto body trade. Lori shopped for lace at a fabric store, which was used as a pattern for the dog’s paint. Her collar is adorned with beads and crystals, and she sports a big diamond ring on her paw. Diamond Girl is also wearing a tiara. “This cause was close to us because we are big supporters of animals,” Lori says. “She’s definitely part of the family now.”

Flight of Fancy

Lindy’s is in the historic district in the city of Fernandina Beach, FL, on Amelia Island, right next door to the downtown welcome center. Owner Melinda Kavanaugh commissioned Los Angeles street artist Punkmetender to install a butterfly mural on the side of the building, facing the welcome center, which has become a photogenic destination.

Multiple Choice

Bethany Swoveland of Design House Jewelry Studio in Waco, TX, has two photo-op spots. “The first wall our customers see is a greenery neon floral space that says, `Hey good looking!” It’s a customer favorite and a great way to greet guests. We also have a gemstone mural in the back with a ring light set up so customers can post and take their own photos.

Color Story

Kaeleigh Testwuide, owner of the Diamond Reserve in Denver, says her clients love to show off their rings against a vibrant wall teeming with images of gems.

Gift with Purchase?

Ragnar Bertelson of Ragnar Jewellers in Vancouver, British Columbia, made a deal with Harley Davidson to display a motorcycle in the jewelry showroom. Clients could make the Harley a gift with purchase if they bought a 4.5 carat diamond. It also proved to be a photo attraction throughout the month of May. May business was up 30 percent, as of June 1, but no one had yet committed to the 4.5 carat diamond purchase.

Elf Selfies

Ellis Jewelers in Frankfort, IN, has a distinctive street clock out front that’s used for selfies most of the year. The business also has enough Christmas spirit to attract photographic attention during holiday season. The 104-year-old business occupies a 140-year-old building, which was restored and renovated to its classic vintage look in 2018.

Alcove Attraction

At Van Scoy Jewelers in Wyomissing, PA, a striking blue accent wall on the staircase commands attention.

A Wealth of Water

Burkes Fine Jewelers is in Kilmarnock, VA, on a peninsula flanked by the Rappahonnock River, the Potomac River and the Chesapeake Bay. Owners Fred and Karen Burke’s choice of décor, inside and outside, reflects their love of the water. That includes this oversize pair of galoshes.

Watch Dog

Nipper, the iconic RCA dog has also become a symbol of Wanna Buy a Watch in West Hollywood,CA, owned by Kenneth Jacobs. A 36-inch-tall version of Nipper became the store’s “watch dog”, placed outside the store to announce it was open, and to pose obligingly with passersby.

Loving It

At Steve Quick Jeweler in Chicago, the theme for 2021 is love, as illustrated by this huge mural on the side of the store.

Try It On For Size

This proposal board makes it clear that Zorells in North Dakota is “Where Bismarck Goes to Propose.”

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Clearly, This Guy Knows Diamonds!

Craig Husar’s most memorable bridal promotion was a 5-carat diamond giveaway, which he heavily advertised for 10 weeks throughout southeastern Wisconsin on TV, billboards and buses, generating nearly 6,000 entries and one thrilled winner. To promote the contest and announce both a move and a rebranding from Lyle Husar Designs to Craig Husar Fine Diamonds & Jewelry Designs, Craig’s brother, a Chicago-based photographer, spent hours trying to capture the perfect image of Craig holding a 5-carat diamond. After nearly giving up, Craig picked up a faceted Swarovski paperweight and pointed it at the camera, which led to the perfect shot. It worked for the promotion, while also successfully branding Craig as the diamond guy of Milwaukee.

Raining Refunds

For two decades, B.C. Clark in Oklahoma has been running the promotion “Pray for Rain,” which they founded and trademarked more than 20 years ago. If it rains or snows an inch or more on a couple’s wedding day, the company refunds up to $5,000 on their engagement ring. They’ve had 225 winners (and counting), and the promotion never seems to lose its allure.

A Good Deal Can Be Irresistible

With an offer of up to 50 percent off, April’s two-day bridal sale at four of Bernie Robbins’ locations in Pennsylvania and New Jersey was the most successful in its history. The diamond-specific bridal event included loose diamonds, mountings and wedding bands. Bernie Robbins buys most of their diamonds directly from De Beers and Alrosa, so they worked with these sightholders to bring in diamonds for the event. The sales team reached out through social media and email while the company increased its digital spend significantly. They worked with local partners to spread the word about the sale and sent a postcard mailer to their customer database, along with several e-blasts. Appointments were encouraged but not mandatory.

Would You Like A Honeymoon with That?

Tim and Sharon Ell of Zorells Jewelry in Bismarck, ND, found a way to send 80 couples to Cancun. Any couple who spent more than $4,000 on an engagement ring also got a honeymoon. “We drive most of our events around bridal, and a whole lot of people in central North Dakota are getting engaged because they want to go to Cancun!” says Tim, who bought dozens of vacation packages at a time and ran the promotion from January into the spring.

What? My Bride Needs A Gift, Too?

In a recent email campaign, New York City retailer Marisa Perry promoted the custom of grooms giving gifts to brides on their wedding days, both by clearing up confusion about the practice and suggesting specific gift items ranging from $800 to $5,600. It can be a significant add-on sale that may otherwise slip between the cracks of your bridal outreach. Headlined “The Wedding Gift. What is it, why it matters, and how to get it right!”, it continued, very conversationally, “A question we often get from our gentlemen is ‘What is the wedding gift? Is it a real thing, and what is it supposed to be?’ We get it, in a world of endless gifting, one more on the list can feel a little overwhelming! But don’t worry: this one is a really special one, and we are going to make it very easy!” That is followed by explaining the importance of the wedding gift through emotional imagery of real couples on their wedding days and eight staff gift suggestions ranging from earrings and tennis bracelets to statement necklaces.

Can We Make Our Own Rings?

MAKE MADE Jewelry owners Katie Poterala and Danielle Miller Gilliam devoted half of their available square footage in their Greenville, SC, store to making jewelry and holding classes, including their popular wedding band workshops, which appeal to the experience seekers. They’re also showcasing their classes and in-house design and redesign processes via “behind the scenes” stories on Instagram, so their audience gets to see step-by-step how things are made.

What About the Wedding Party?

Mary Jo Chanski says visibility at bridal shows and a focus on all types of wedding related jewelry is one secret to success for Hannoush Jewelers in Rutland, VT. “Planning a wedding, typically on a budget, is tough. Stressful. Expensive!” she says. “We like to put the bridal party gift bug in their brains as soon as possible.” Along with a display case of wedding sets and bridal jewelry for the wedding day, they also bring samples of gifts for bridesmaids and groomsmen. “Flasks and knives seem to be great choices for the guys and pearl slides for our bridesmaids.” Engraving is available and they make the simple pearl slides in-house. “If you make yourself available to the customer not just as the person who sells them their rings, but is also helping them to plan ahead and save money, time and stress than they are forever grateful to you.”

As Addictive As Potato Chips

Steve Quick Jewelers in Chicago recently promoted a wedding and stacking band trunk show featuring a visit by jewelry designer Kalee Sholdt. The idea behind the promotion addressed the importance of the stacking trend in bridal, and donating a portion of the proceeds to the Quicks’ favorite nonprofit, Gem Legacy, added value for the socially conscious millennial and Gen Z ring shoppers. Highly professional social-media imagery associated with the promotion was sure to catch the eyes of collectors coveting endless options.

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