In 1890 (just two years after the founding of De Beers) in England, Sir Arthur Conan Doyle's novel "Girdlestone Trading House" was published. One of the plotlines of this book is directly related to the diamond market, and here the creator of Sherlock Holmes made two amazing prophecies: in fact he predicted the possibility of discovering colossal diamond deposits in Russia and formulated the hypothesis that the diamond market is in reality not a commodity market but a market Information. The main character, a large speculator from the City, is going to arrange a corner on diamonds. "Corner" in this case - the term of stock slang, meaning the situation in the market, when control over certain assets completely passes to one player, thus receiving the opportunity to arbitrarily manage the price, While the rest of the market participants are forced to play on its terms, being as if driven into a corner, hence the corner (in English "corner"). To the question of the amazed companion "How can you control the prices of diamonds, this requires at least the capital of Rothschild?" The hero responds with an elegant combination - in Russia the expedition that he organized "opens" a huge (alas, virtual) diamond deposit, and the second expedition intensively purchases real diamonds from the prospectors of the Cape Colony in South Africa, panicking at the news that the market is about to be flooded with Russian products , And therefore ready to part with the crystals at bargain prices. After the news from Russia turns out to be a bluff, prices will return to the previous level and the required profit will be provided.
Of course, any commodity market is sensitive to information about the discovery of new deposits, the political situation in the extracting countries, the improvement of technologies for processing this raw material, the creation of new industries where it can be claimed, etc. But any raw material eventually turns into a product with a use value. And if the use value of a gallon of gasoline or a bushel of rice is quite obvious to the final buyer and certainly correlates with the price, then it can not be said with respect to the diamond. It would be incorrect to say that diamonds do not have any use value at all - they, of course, satisfy the social and aesthetic needs of their customers and owners. But, filling in the tank of his car with gasoline, the consumer, as a rule, is able to realize themselves, Why forty liters cost twice as much as twenty, and why the types of fuel with different octane numbers differ in price. At the same time, any gemologist will confirm the possibility of a situation where two diamonds of almost equal diamonds with the same type of cut have differences in color, purity and cut quality that are not discernible to the naked eye, but account for a significant difference in price, up to several tens of percent. This circumstance fundamentally distinguishes the diamond market from any commodity market. The ultimate buyer of diamonds may be concerned about the need to demonstrate their status, romantic feelings or the need to experience aesthetic pleasure from playing the stone. But in any case, the realization of these needs does not involve a situation where gorgeous diamonds in rings, earrings or necklaces, Consecrated by famous jewelry brands, will be exposed at the reception by the owner's choking girlfriends with research using a binocular microscope while simultaneously consulting a pair of gemological laboratory experts. Thus, in the diamond market, a situation is possible when two pieces of goods, equivalent in use value, have a different price. And the difference is determined by the expert, i.e. To a certain extent subjective, information about subthreshold conditions for ordinary vision, in which the diamond is "operated", color boundaries, microinclusions and defects, angles of inclination and corrugation of faces, etc. It's about the same as if the car salesman told the buyer: "Here are two serial cars of the model you have chosen: they are exactly the same in everything - the body type, color, Engine, salon ... But by methods of non-destructive testing we found that here this car hub metal left front wheel contains carbon at 0.00003% more. This does not affect either safety, or power, or speed, in fact this does not affect any consumer property. But since there is more carbon, we ask for this sample at $ 1,760 more! "At best, a car dealer will find that the seller spent a stormy night in the nearest pub.
However, the reasoning about the two diamonds, the difference in the price of which is conditioned by the parameters that do not affect their "exploitation" properties - is a very soft example in our time, when the concepts of traditional values tend to their negation. Absolute proof of the lack of a connection between use value, gemological characteristics and price is the commercial success of the so-called "black diamonds", which can be observed over the past ten years. A piece of crystalline carbon, saturated with graphite inclusions until it is completely opaque, gets a diamond cut and becomes a market hit, whereas just a decade ago this gemologist's nightmare could only claim the category "board" and was traded as a technical raw material with a red price of $ 1 per carat.
But what about the case when the end user of a diamond considers his acquisition as an object of investment? Maybe then the certification characteristics come in accordance with the use value? Alas, if you do not take into account the innumerable texts of glamorous publications inspired by the famous formula "A diamond is forever!", And confine yourself to professional research of the investment potential of diamonds, then it's easy to come to a disappointing conclusion: a profitable investment in diamonds is a myth. Of course, diamonds belong to irreplaceable natural resources, and, indeed, the price moves upward on long timeframes and on certain categories of diamonds and diamonds at a rate faster than inflation. But this is not enough - to make the asset attractive to investment, a mechanism is needed, Guaranteed to ensure its instant liquidity. Purchase and sale of the "blue chip" is carried out in a fraction of a second anywhere in the world from any computer connected to the exchange system. And how long will it take and what will be the procedure for selling an investment diamond in the event that its owner finds that the price has reasonably grown over a certain period of storage? It's not that time will be required more than the stock market, the fact is that this time is not defined at all. As the mechanism of sale is not defined, so-called "diamond exchanges" have nothing in common with modern exchange trade and in essence are medieval urban markets. The truth is that sellers, who provide the end user with diamonds, In general, do not act as dealing structures in the secondary market, and simply speaking, there is simply no structured market for investment diamonds. The only exception is historical stones - this is really an investment product, but its liquidity is provided by the mechanisms of a completely different market - the antiques market.
http://rough-polished.com/ru/analytics/16175.html
Thursday, August 3, 2017
The main revenues increased by 14%, amounting to 483 million US dollars; (In 2006, the main income was US $ 425 million.) Before-tax profit, interest and depreciation (EBITDA) remained at about the same level, thanks to efficient management of costs in the Group's mining operations in Africa, offsetting a slight decrease in sales , Caused by restrictions on the supply of raw materials to the Diamond Trading Company (DTC).
Over the past year, the Group has invested $ 1.12 billion in capital formation, which reflects our confidence in the long-term prospects of the diamond market. Basically, these investments were invested in the construction of the Snap Lake and Victor mines in Canada, the Foorspod career in South Africa, and the offshore SASA project off the west coast of South Africa.
Extraction
● De Beers production in 2007 was 51.1 million carats, remaining at a record high level, as in 2006;
● Debswana, a joint venture between De Beers and the government of Botswana, remains the largest diamond mining company in the De Beers Group, accounting for 33.6 million carats;
● De Beers Consolidated Mines (DBCM) in South Africa increased production to 15 million carats, mainly through the use of advanced diamond recovery technology at the Venichia mine, where production increased by 9%;
● Marine production in Namibia has increased, so Namdeb, a joint venture with the Namibian government, produced 2.2 million carats, which is 4% more than in the previous year.
Prospects of extraction
The Group is currently implementing the following new projects, as well as conducting intensive geological exploration:
● Production at the Snap Lake mine in the Northwest Territories of Canada began in late 2007. Currently, the facility is put into operation, after reaching full capacity in 2008, the annual production will be approximately 1.4 million carats ;
● In mid-2008, production will begin at the Victor mine in Canada, where it is planned to mine 600,000 carats of high-quality diamond annually;
● In mid-2007, the ship Peace in Africa began mining from the seabed off the Atlantic coast of South Africa. The design capacity is approximately 0.2 million carats per year;
● The Faorspåd quarry, located in South Africa's Fristeit province, will start production in the fourth quarter of 2008, and it is planned to mine 0.7 million carats annually;
● Boteti Exploration Company, a joint venture company formed by De Beers, Eric Diamonds PiELSi and Vati Ventures, applied for a production license on the AK06 tube located in Botswana in the vicinity of the Orapa mine. The estimated reserves of this field are 11.1 million carats;
● Successful work is under way in the exploration project in Gacho Kue, in the Northwest Territories of Canada, a drilling program has been fully implemented, planned for the winter and summer period, the process of necessary environmental approvals has begun;
● De Beers spent $ 126 million on geological exploration in 2007, a significant portion of which was spent in the Democratic Republic of the Congo, as well as in Angola, Botswana and South Africa, where new and already started projects are being implemented. In Congo and Angola, we focused our efforts on working on promising areas in order to move quickly to the next stage of research. In 2007, De Beers geologists discovered 45 new kimberlite bodies, in 2008 we will drill and evaluate the economic efficiency of these promising sites;
● In 2008, De Beers plans to maintain production at the same level as in 2007. New enterprises in Canada, with a production volume of more than 1.5 million carats, should compensate for the decrease in volumes due to the sale of the Kulinan and Kimberly mines in South Africa;
● On February 4, 2008, De Beers Consolidated Mines received a notification from the Ministry of Natural Resources and Energy of South Africa about the granting of a new mining license to it at the Venichia mine, which the company will receive in March.
Demand
● Demand for rough diamonds, purchased from Diamond Trading Company, remained at a high level throughout the year. As a result of the decline in demand for diamonds, in late 2006, there was a decline in prices, but the positive dynamics of the market allowed starting the price increase from the second quarter of 2007;
● The growth in sales of jewelry with diamonds amounted to about 3% last year. Especially large growth in sales was noted in China, India and the Middle East, which compensated for the unsatisfactory results of the Christmas sales season in the US, where, due to the volatile economic environment, the decline in consumer demand was noted.
http://rough-polished.com/ru/analytics/14575.html
Over the past year, the Group has invested $ 1.12 billion in capital formation, which reflects our confidence in the long-term prospects of the diamond market. Basically, these investments were invested in the construction of the Snap Lake and Victor mines in Canada, the Foorspod career in South Africa, and the offshore SASA project off the west coast of South Africa.
Extraction
● De Beers production in 2007 was 51.1 million carats, remaining at a record high level, as in 2006;
● Debswana, a joint venture between De Beers and the government of Botswana, remains the largest diamond mining company in the De Beers Group, accounting for 33.6 million carats;
● De Beers Consolidated Mines (DBCM) in South Africa increased production to 15 million carats, mainly through the use of advanced diamond recovery technology at the Venichia mine, where production increased by 9%;
● Marine production in Namibia has increased, so Namdeb, a joint venture with the Namibian government, produced 2.2 million carats, which is 4% more than in the previous year.
Prospects of extraction
The Group is currently implementing the following new projects, as well as conducting intensive geological exploration:
● Production at the Snap Lake mine in the Northwest Territories of Canada began in late 2007. Currently, the facility is put into operation, after reaching full capacity in 2008, the annual production will be approximately 1.4 million carats ;
● In mid-2008, production will begin at the Victor mine in Canada, where it is planned to mine 600,000 carats of high-quality diamond annually;
● In mid-2007, the ship Peace in Africa began mining from the seabed off the Atlantic coast of South Africa. The design capacity is approximately 0.2 million carats per year;
● The Faorspåd quarry, located in South Africa's Fristeit province, will start production in the fourth quarter of 2008, and it is planned to mine 0.7 million carats annually;
● Boteti Exploration Company, a joint venture company formed by De Beers, Eric Diamonds PiELSi and Vati Ventures, applied for a production license on the AK06 tube located in Botswana in the vicinity of the Orapa mine. The estimated reserves of this field are 11.1 million carats;
● Successful work is under way in the exploration project in Gacho Kue, in the Northwest Territories of Canada, a drilling program has been fully implemented, planned for the winter and summer period, the process of necessary environmental approvals has begun;
● De Beers spent $ 126 million on geological exploration in 2007, a significant portion of which was spent in the Democratic Republic of the Congo, as well as in Angola, Botswana and South Africa, where new and already started projects are being implemented. In Congo and Angola, we focused our efforts on working on promising areas in order to move quickly to the next stage of research. In 2007, De Beers geologists discovered 45 new kimberlite bodies, in 2008 we will drill and evaluate the economic efficiency of these promising sites;
● In 2008, De Beers plans to maintain production at the same level as in 2007. New enterprises in Canada, with a production volume of more than 1.5 million carats, should compensate for the decrease in volumes due to the sale of the Kulinan and Kimberly mines in South Africa;
● On February 4, 2008, De Beers Consolidated Mines received a notification from the Ministry of Natural Resources and Energy of South Africa about the granting of a new mining license to it at the Venichia mine, which the company will receive in March.
Demand
● Demand for rough diamonds, purchased from Diamond Trading Company, remained at a high level throughout the year. As a result of the decline in demand for diamonds, in late 2006, there was a decline in prices, but the positive dynamics of the market allowed starting the price increase from the second quarter of 2007;
● The growth in sales of jewelry with diamonds amounted to about 3% last year. Especially large growth in sales was noted in China, India and the Middle East, which compensated for the unsatisfactory results of the Christmas sales season in the US, where, due to the volatile economic environment, the decline in consumer demand was noted.
http://rough-polished.com/ru/analytics/14575.html
So, multi-colored fancy fairy tales with duchesses, wives of presidents, Hollywood actresses, great scientists and dandies, a beggarly descent and brilliant success - in the time interval of 100 - 150 years. Texts of this kind, in huge quantities continuously distributed in glossy "glamorous" magazines, on relevant Internet sites, in "stylish" TV programs, etc. Are by no means the unselfish creativity of some fans - the chroniclers of jewelry firms, but they are carefully constructed content that makes up the informational basis of the brand, on which traditional "marketing constants" are hung. On the example of the top ten market, it can be argued that the power of the jewelry brand is a direct function of its "History". Of course, the true story in this case is just "raw materials"
No "History of the Family Firm" - there is no brand. This circumstance explains the numerous failures of the neophytes of the jewelry market. You can buy the most advanced technologies and copy a good design (or even create an original one), but without "History" the jewelry remains faceless, therefore, not competitive, because to form the appropriate information flow (and this is the main tool in this market) there simply is not a database . And "History" in this case is created by means and methods that have nothing in common with the jewelry market proper and it is the lack of understanding of this circumstance that leads to setbacks. The palliative solution is the alliances of De Beers and Leviev Group with the "historical" brands LVMH and Bvlgary, but so far there have been no serious successes on this path.
http://rough-polished.com/ru/analytics/1937.html
No "History of the Family Firm" - there is no brand. This circumstance explains the numerous failures of the neophytes of the jewelry market. You can buy the most advanced technologies and copy a good design (or even create an original one), but without "History" the jewelry remains faceless, therefore, not competitive, because to form the appropriate information flow (and this is the main tool in this market) there simply is not a database . And "History" in this case is created by means and methods that have nothing in common with the jewelry market proper and it is the lack of understanding of this circumstance that leads to setbacks. The palliative solution is the alliances of De Beers and Leviev Group with the "historical" brands LVMH and Bvlgary, but so far there have been no serious successes on this path.
http://rough-polished.com/ru/analytics/1937.html
- Mikimoto "Mikimoto was born in 1858 in the Japanese town of Tobo to a family of a noodle merchant. His path to the pearl throne began in 1888, when Mikimoto became interested in the famous local product - pearls Izie. One hundred and ten years ago, in 1893 Mikimoto received his first cultured pearl. In 1927, during a trip to the US and Europe, Mikimoto visited the inventor Thomas Edison. Presenting the pearl to the famous American, he heard the words that sounded the highest praise from the mouth of a man who, in his experience, knew the value of many discoveries: "This is not cultivated, but natural pearls. There are two things that can not be obtained in my laboratory - diamond and pearls! "... One of the most dazzling combinations is the fusion of pearls and diamonds. Mikimoto jewelers own a patent for "implanting" diamonds into a "pearl body". The brilliance of diamonds perfectly improves the natural beauty of pearls. "
http://rough-polished.com/ru/analytics/1937.html
- Cartier . "In 1847, in the business register of the founder of the company - Louis Francois Cartier was written:" produces jewelry, various fashionable jewelry, novelties "... Many of the canonical things Cartier were created at the request of famous contemporaries. So it was with the Santos watch, coined 103 years ago for one of the main dandies of the era of Albert Santos-Dumont ... In 1933, for the Duchess of Windsor, a unique platinum brooch "Panther" was decorated, decorated with a diamond pave with "spots" of black onyx ... ";
http://rough-polished.com/ru/analytics/1937.html
http://rough-polished.com/ru/analytics/1937.html
- Tiffany & Co . "In 1837, the natives of New England, school friends Charles Tiffany and John Young, moved to New York. For wealthy parents, they took 500 dollars and on Broadway they opened a shop of antiques and jewelry called Tiffany & Young. As a jewelry company about Tiffany & Young began talking in 1851 - it is then that her silverware is recognized worldwide. But the truly stellar hour of the company came in 10 years: during the inauguration of US President Abraham Lincoln, his wife puts on a pearl set from Tiffany. And a few years later at the international jewelry exhibition in Paris, Tiffany & Co became the first American firm to receive an award for its products ... ";
http://rough-polished.com/ru/analytics/1937.html
- Harry Winston . "The history of the Harry Winston House is the story of three generations of jewelers. Father Harry - Jacob Winston - opened a jewelry store in Manhattan in 1890. The name Harry Winston is associated with a record number of the largest diamonds ever owned by collectors, royal families and even states. It was in the lapidary workshops of Harry Winston that the famous diamonds "Jonker", "Vargas", "Star of Sierra Leone" and "Taylor-Burton" were born. It was Harry Winston who first decorated the movie stars with glittering diamonds in 1947: since then, none of the Oscar awards ceremony is complete without the adorable ornaments with the hallmark of "Harry Winston". His centenary in 1990, Harry Winston House marked with a truly royal scope,
http://rough-polished.com/ru/analytics/1937.html
At the same time, unlike the mining sector and the lapidary industry, the jewelry market has a barrier that is extremely difficult for the neophytes who want to enter this attractive business. This barrier consists in creating a brand, in this case defined as a system of product identifiers, which allows to link it with the expectations of the target group of consumers. It is a successful solution to this problem that allows you to ensure the necessary level of sales and the corresponding rate of profit. The creation of a jewelry brand, in our opinion, is not directly determined by the number of funds invested in the project, nor by the attraction of new technologies and design solutions. This is primarily a creative information task and it should be solved by appropriate means.
"Marketing Constants" of jewelry brands
What fundamentally distinguishes the brand Bvlgari from Cartier or, for example, Tiffany from Harry Winston? Outstanding quality? Applying the best materials? The skill of jewelers? Exceptionally expressive original design? Fidelity to traditions? Modern technologies? Obviously, any of the above criteria is equally satisfied by any famous jewelry brand. It is impossible to say that the product from Cartier is inferior to the Harry Winston product in the skill of the jeweler or the quality of diamonds. Moreover, all listed criteria are some "marketing constants" necessarily present in the information flow, designed by marketers of the respective companies.
In fact, today with the help of only such "constants" an effective brand can not be designed for quite objective reasons. If even 50 - 100 years ago it made sense to talk about any branded secrets of jewelry mastery, then modern technologies allow "deciphering" a new alloy, or the way of cutting, or the fastening system, etc. during few hours. The original design of the collection remains so only until the appearance of products on the pages of catalogs and on Internet sites.
Generally speaking, "technological complexity" or "new technologies" in jewelry business is a very conventional concept. Due to a number of restrictions imposed, including anthropometric characteristics, jewelry technologies are quite primitive compared, for example, with modern microelectronics. Appropriate equipment is relatively cheap and affordable. Which, by the way, allows mass production of high-quality counterfeit products of famous brands in the APR countries. It is also worth noting that companies - owners of powerful jewelry brands, as a rule, do not disclose information about the place of production of their serial products, which suggests the drift of production in the direction of South-East Asia. It is indicative that today, even in the most technologically complex sector of the jewelry industry - the watch industry, there is a total unification: Mechanisms for almost all known watch brands are made by only three firms: Miyota, Seiko and Eta. Today, jewelry houses in principle can not have any "long-living" original technological and design know-how - competitors are able to intercept any successful novelties literally at the time of their birth.
Thus, the construction of a jewelry brand based on standard "marketing constants" is meaningless today - it is obviously impossible to achieve more competitive "quality", "skill", "design" than that of Cartier and other market leaders. It remains to derive these "constants" from brackets and see what is in the balance and what factors actually determine the effectiveness of the brand.
http://rough-polished.com/ru/analytics/1937.html
"Marketing Constants" of jewelry brands
What fundamentally distinguishes the brand Bvlgari from Cartier or, for example, Tiffany from Harry Winston? Outstanding quality? Applying the best materials? The skill of jewelers? Exceptionally expressive original design? Fidelity to traditions? Modern technologies? Obviously, any of the above criteria is equally satisfied by any famous jewelry brand. It is impossible to say that the product from Cartier is inferior to the Harry Winston product in the skill of the jeweler or the quality of diamonds. Moreover, all listed criteria are some "marketing constants" necessarily present in the information flow, designed by marketers of the respective companies.
In fact, today with the help of only such "constants" an effective brand can not be designed for quite objective reasons. If even 50 - 100 years ago it made sense to talk about any branded secrets of jewelry mastery, then modern technologies allow "deciphering" a new alloy, or the way of cutting, or the fastening system, etc. during few hours. The original design of the collection remains so only until the appearance of products on the pages of catalogs and on Internet sites.
Generally speaking, "technological complexity" or "new technologies" in jewelry business is a very conventional concept. Due to a number of restrictions imposed, including anthropometric characteristics, jewelry technologies are quite primitive compared, for example, with modern microelectronics. Appropriate equipment is relatively cheap and affordable. Which, by the way, allows mass production of high-quality counterfeit products of famous brands in the APR countries. It is also worth noting that companies - owners of powerful jewelry brands, as a rule, do not disclose information about the place of production of their serial products, which suggests the drift of production in the direction of South-East Asia. It is indicative that today, even in the most technologically complex sector of the jewelry industry - the watch industry, there is a total unification: Mechanisms for almost all known watch brands are made by only three firms: Miyota, Seiko and Eta. Today, jewelry houses in principle can not have any "long-living" original technological and design know-how - competitors are able to intercept any successful novelties literally at the time of their birth.
Thus, the construction of a jewelry brand based on standard "marketing constants" is meaningless today - it is obviously impossible to achieve more competitive "quality", "skill", "design" than that of Cartier and other market leaders. It remains to derive these "constants" from brackets and see what is in the balance and what factors actually determine the effectiveness of the brand.
http://rough-polished.com/ru/analytics/1937.html
Argentum Aurum. Jewelry collections sold under this brand are clearly associated with certain historical periods and, accordingly, with social ideas dominating in these periods. For example, the IMPERIUM ROMANUM collection is given in the following key: "In the collection IMPERIUM ROMANUM the archetypes of antiquity are embodied in replicas of Roman rings and in modern interpretations of ancient culture. Each product has its own history, each of them has a special meaning! In them the fate of a great civilization! The triumphs of Caesar and the glory of Roman arms, the death of the legions of Quintillius Varre and the victory of Trajan! The firmness of princeps and the prowess of a citizen. The memory of the glorious men with their valor gained the glory of the Republic and created the power of the Empire. The greatness of the eagles of the Roman legions, whose iron footsteps remember the lands of the Mediterranean! "
http://rough-polished.com/ru/analytics/11009.html
http://rough-polished.com/ru/analytics/11009.html
Duce. A vivid example of the conceptual brand, frankly exploiting some fascist ideas, the fashion for which is clearly now becoming stronger. The epigraph to the advertising texts is an ambiguous quote from the revelations of former Italian Prime Minister Silvio Berlusconi: "Mussolini did not kill people, but simply sent them on vacation!".
The very advertising texts are completely transparent: "Duce - a symbol of unity, strength and justice! Duce-style of new leaders! Leaders who are conscious of their mission and represent the people moving forward. Such a leader must speak great words, encourage people to do great things and great ideas. People free, strong, bright and able to fight! For struggle is the source of all things, therefore all life is full of contrasts: love and hatred; White and black; day and night; good and evil; And until these contrasts come to equilibrium, struggle as the highest fatalism will always be the basis of human nature. In the end, it's good that this is so. Today there is a military, economic, ideological struggle, but the day when we would no longer fight would be a day of melancholy, end, destruction. However, this day will not come. If we now return to the world, Tranquility and silence, then the struggle against the current trends of the present dynamic period would begin. We must prepare for new surprises, for a new struggle. We represent moral and spiritual strength. We must have the spirit, and morality, which gives strength to our decisions and compelling obedience. We do not believe in a single solution, be it economic, political or moral; We do not believe in a straightforward solution to life's problems, for life is not straightforward, it can never be reduced to a limited segment of primary needs. We deny the possibility of a materialistic understanding of "happiness," we deny equality: "welfare-happiness," which would turn people into cattle, thinking of one thing: being content and saturated, that is, limited to simple and purely plant life. Our idea is the will to power and domination!
Duce-dictatorship of style! " Of course, the portrait of Benito Mussolini is present on the branded packaging and certificates. In connection with the generally accepted in civilized countries taboo on the swastika, the design of products exploited the theme of Roman imperial symbols, but stylized in such a way as to evoke obvious associations with the heyday of the fascist dictatorships of the twentieth century. Some ornaments (eg cufflinks "Duce") openly copy the stylistics of the uniform rings of SS officers.
http://rough-polished.com/ru/analytics/11009.html
The very advertising texts are completely transparent: "Duce - a symbol of unity, strength and justice! Duce-style of new leaders! Leaders who are conscious of their mission and represent the people moving forward. Such a leader must speak great words, encourage people to do great things and great ideas. People free, strong, bright and able to fight! For struggle is the source of all things, therefore all life is full of contrasts: love and hatred; White and black; day and night; good and evil; And until these contrasts come to equilibrium, struggle as the highest fatalism will always be the basis of human nature. In the end, it's good that this is so. Today there is a military, economic, ideological struggle, but the day when we would no longer fight would be a day of melancholy, end, destruction. However, this day will not come. If we now return to the world, Tranquility and silence, then the struggle against the current trends of the present dynamic period would begin. We must prepare for new surprises, for a new struggle. We represent moral and spiritual strength. We must have the spirit, and morality, which gives strength to our decisions and compelling obedience. We do not believe in a single solution, be it economic, political or moral; We do not believe in a straightforward solution to life's problems, for life is not straightforward, it can never be reduced to a limited segment of primary needs. We deny the possibility of a materialistic understanding of "happiness," we deny equality: "welfare-happiness," which would turn people into cattle, thinking of one thing: being content and saturated, that is, limited to simple and purely plant life. Our idea is the will to power and domination!
Duce-dictatorship of style! " Of course, the portrait of Benito Mussolini is present on the branded packaging and certificates. In connection with the generally accepted in civilized countries taboo on the swastika, the design of products exploited the theme of Roman imperial symbols, but stylized in such a way as to evoke obvious associations with the heyday of the fascist dictatorships of the twentieth century. Some ornaments (eg cufflinks "Duce") openly copy the stylistics of the uniform rings of SS officers.
http://rough-polished.com/ru/analytics/11009.html
Conceptual brands
The word "conceptual" is often found in publications dedicated to the jewelry business. However, most often this term denotes some designer delights, the essence of which neither the author, nor marketers simply can not clearly formulate. We under the "conceptual" jewelry brand will understand the marketing technology that assumes that the basis for the information flow by which the brand is promoted on the market is not the "Family Company History" or "The Genuine Jeweler's Personality", but the "Global Social Idea" A priori in demand by a wide range of potential buyers.
http://rough-polished.com/ru/analytics/11009.html
The word "conceptual" is often found in publications dedicated to the jewelry business. However, most often this term denotes some designer delights, the essence of which neither the author, nor marketers simply can not clearly formulate. We under the "conceptual" jewelry brand will understand the marketing technology that assumes that the basis for the information flow by which the brand is promoted on the market is not the "Family Company History" or "The Genuine Jeweler's Personality", but the "Global Social Idea" A priori in demand by a wide range of potential buyers.
http://rough-polished.com/ru/analytics/11009.html
Brands of this type, to which one can also include French JAR, Italian Nouvelle Bague , etc. In general, less powerful than the "historical" brands. From the information point of view, they are very vulnerable: the demise or exit from the business of the "genius" that defines the brand can create serious difficulties for its existence. Even the most successful in this class , etc. In general, less powerful than the "historical" brands. From the information point of view, they are very vulnerable: the demise or exit from the business of the "genius" that defines the brand can create serious difficulties for its existence. Even the most successful in this class, H.Stern, aspiring to turn into the "Historical Family Firm", clearly experiences significant difficulties in forming the image of the successor of "genius Hans": "In the 80s. Robert Stern, son of Hans, joined the family business, despite the lack of experience in jewelry production. "Being unfamiliar with decorations, I brought a fresh perspective to the business," says Robert, Who is the creative director of the company. Robert invited his design team to observe the behavior of people, for fashion, art, music. He followed his creative talent, sought new ideas, taught designers to accept every new challenge ... ". Such messages generated by marketers H.Stern, only prove that it is very difficult to persuade the consumer, especially the constant client, that the genius will necessarily be replaced by an even more genius descendant. In this sense, the principle of "continuity of school traditions", characteristic of "historical" brands, and allowing very broad interpretations, gives much more sustainable content than a fantastic "sequence of geniuses."
http://rough-polished.com/ru/analytics/11009.html
http://rough-polished.com/ru/analytics/11009.html
De Grisogono . The company was founded in 1993 by Fawaz Gruosi, whose "genius personality" is the basis for the information flow generated by the company's marketers. " Fawaz Gruosi made a career as a jeweler thanks to desperate experiments that always miraculously ended with a complete success with the public ... Fawaz Gruozi, who knows perfectly well both the jewelry market and the work of his rivals, does not now set himself the usual task of hitting devotees,
Offer them something exceptional, something unusual. His "chocolate" items - whether rings, earrings or watches, additionally equipped with diamonds and multi-colored sapphires - have a very read seasonal, glamorous note ... Here comes the familiar Florentine Gruosi, never giving a carnival game failure ... Creative and tireless Fawaz Gruosi was the first in the watch and jewelry world who offered women's watches with bracelets of shagreen ... "; Ananov. Appeared on the market in the early 90-ies of the twentieth century. It is hardly the only Russian world-class jewelry brand. Fully associated with the identity of the founder and owner Andrei Ananov. Theater director for the first specialty, A. Ananov professionally owns the management of information flow. The author of several biographical books, Film and television stories, numerous articles and interviews devoted to their own extravagant adventures, rotation in higher spheres, and, of course, containing brilliant essays on jewelry creation. Andrey Ananov is the most famous jeweler in Russia. Moreover, he is a social phenomenon, symbolizing our life in recent decades, almost a literary character with stories of theater directing, underground jewelry work, the onslaught of a young capitalist and confidence in the new Russian wealth ... A. Ananov: my goal is not money, the goal is to stay in history Russia as a great Russian jeweler! "
http://rough-polished.com/ru/analytics/11009.html
Offer them something exceptional, something unusual. His "chocolate" items - whether rings, earrings or watches, additionally equipped with diamonds and multi-colored sapphires - have a very read seasonal, glamorous note ... Here comes the familiar Florentine Gruosi, never giving a carnival game failure ... Creative and tireless Fawaz Gruosi was the first in the watch and jewelry world who offered women's watches with bracelets of shagreen ... "; Ananov. Appeared on the market in the early 90-ies of the twentieth century. It is hardly the only Russian world-class jewelry brand. Fully associated with the identity of the founder and owner Andrei Ananov. Theater director for the first specialty, A. Ananov professionally owns the management of information flow. The author of several biographical books, Film and television stories, numerous articles and interviews devoted to their own extravagant adventures, rotation in higher spheres, and, of course, containing brilliant essays on jewelry creation. Andrey Ananov is the most famous jeweler in Russia. Moreover, he is a social phenomenon, symbolizing our life in recent decades, almost a literary character with stories of theater directing, underground jewelry work, the onslaught of a young capitalist and confidence in the new Russian wealth ... A. Ananov: my goal is not money, the goal is to stay in history Russia as a great Russian jeweler! "
http://rough-polished.com/ru/analytics/11009.html
Brands on the principle of "Genius Jeweler"
This is a class of relatively young, but nevertheless quite successful brands, based on marketing models which are not based on the "History of the Family Firm", but "The Personality of the Genuine Jeweler."
http://rough-polished.com/ru/analytics/11009.html
This is a class of relatively young, but nevertheless quite successful brands, based on marketing models which are not based on the "History of the Family Firm", but "The Personality of the Genuine Jeweler."
http://rough-polished.com/ru/analytics/11009.html
The work of the American special services allowed us to assume that the source of rough diamonds for the military industry of the Third Reich could be De Beers. This partly confirmed the strange reluctance of Ernst Oppenheimer to take the drains of De Beers to the United States. In this case, their exact composition and volume became known not only to a circle of elected employees of the corporation, and the question of how Germany in the 1930s became a major exporter of a diamond tool - fell away by itself. After receiving the "Belgian file", the US Department of Justice initiated the prosecution of De Beers. But in 1945 the case was closed without any consequences, except for the liquidation of De Beers' accounts in American banks.
This was not the only case of this kind, considered by the American Themis. The US intelligence services assembled an impressive dossier on the world's largest oil company Standard Oil. Details were impressive: German crews on Standard Oil tankers, transshipment bases in the Canaries, where oil was pumped into German tankers, refueling German submarines at specially created island bases, direct deliveries of synthetic rubber to Germany and before and after Pearl Harbor, transfer Nazis technology for the production of synthetic fuel, financial ties with the leader of the Nazi defense industry concern "IG Farbenindustrie", the supply of petroleum products to Germany through Spain and North Africa ... T lko through Franco Nazis received monthly 48 thousand tons of oil Texan! And this is in 1944!
As a result of Senate and judicial investigations, Standard Oil suffered a "well-deserved" punishment for cooperation with Hitler - a fine of 50,000 (fifty thousand) dollars and confiscation of the patents received from IG Farbenindustrie in favor of the state.
The facts of cooperation during the Second World War of the largest transnational corporations with the Nazis have always been a secret of the Polishinel. The scale of this process was so significant and the number of people involved in it is so great that it is impossible to keep this regrettable phenomenon in secret or, at least, it was impossible to consign to oblivion. The invoice for the supply of strategic goods (and the financial provision of these transactions) by Anglo-American corporations to the Third Reich is plentiful and reliable, it is set out in hundreds of articles and pages of impressive monographs like Charles Highham's Trading With The Enemy : An Exposure of The Nazi-American Money Plot 1933-1949, New York, 1983).
What is the reason for this historical paradox, which is obviously incompatible with the notions of morality, patriotism and national interests? Throughout most of the second half of the twentieth century, most researchers categorically responded to this question - the reason was the excess profits. Indeed, the Third Reich was able from time to time to pay for the services of strategic goods suppliers, and to pay generously. Despite the fact that by 1936 the gold and currency reserves of Germany had almost zeroed, and since 1939 the Germans were rapidly losing markets for their main exports (industrial equipment, cars, chemical products, weapons), the seizure of European countries, beginning with the Anschluss of Austria, allowed Hitler to operate Looted gold and other convertible values. This opportunity was provided to the Nazis not without the help of British state structures. In November 1938, the government of Czechoslovakia, reasonably assuming the early occupation of the country by the Germans, forwarded its gold reserves - about 80 tons of noble metal to the cellars of the Bank of England. In March 1939, fully occupied Czechoslovakia, Hitler asked to return this gold. Bank of England Governor Montague Normann and Minister of Finance John Simon asked the Fiihrer to kindly agree. No less strange history occurred with 200 tons of Belgian gold, also returned to the Reich from African colonies, where the Belgian government managed to hide it shortly before the occupation of the country. The very Belgian government (and secret information about the location of the Belgian gold reserve) at that time was in exile - in London. During the occupation of Belgium, the Nazis captured in Antwerp a decent number of diamonds of jewelery quality and diamonds. This expensive product was by no means used for technical purposes. Through large diamond dealers, it was sold in the US, in third countries, dollar accounts were opened, through which the supply of strategic raw materials, including technical diamonds, was paid. For such calculations, also used convertible Swiss francs, which Germany received by placing in the banks of the "Zurich gnomes" the loot (including Holocaust victims) gold. In third countries, dollar accounts were opened, through which the supply of strategic raw materials, including technical diamonds, was paid. For such calculations, also used convertible Swiss francs, which Germany received by placing in the banks of the "Zurich gnomes" the loot (including Holocaust victims) gold. In third countries, dollar accounts were opened, through which the supply of strategic raw materials, including technical diamonds, was paid. For such calculations, also used convertible Swiss francs, which Germany received by placing in the banks of the "Zurich gnomes" looted (including Holocaust victims) gold.
http://rough-polished.com/ru/analytics/14361.html
This was not the only case of this kind, considered by the American Themis. The US intelligence services assembled an impressive dossier on the world's largest oil company Standard Oil. Details were impressive: German crews on Standard Oil tankers, transshipment bases in the Canaries, where oil was pumped into German tankers, refueling German submarines at specially created island bases, direct deliveries of synthetic rubber to Germany and before and after Pearl Harbor, transfer Nazis technology for the production of synthetic fuel, financial ties with the leader of the Nazi defense industry concern "IG Farbenindustrie", the supply of petroleum products to Germany through Spain and North Africa ... T lko through Franco Nazis received monthly 48 thousand tons of oil Texan! And this is in 1944!
As a result of Senate and judicial investigations, Standard Oil suffered a "well-deserved" punishment for cooperation with Hitler - a fine of 50,000 (fifty thousand) dollars and confiscation of the patents received from IG Farbenindustrie in favor of the state.
The facts of cooperation during the Second World War of the largest transnational corporations with the Nazis have always been a secret of the Polishinel. The scale of this process was so significant and the number of people involved in it is so great that it is impossible to keep this regrettable phenomenon in secret or, at least, it was impossible to consign to oblivion. The invoice for the supply of strategic goods (and the financial provision of these transactions) by Anglo-American corporations to the Third Reich is plentiful and reliable, it is set out in hundreds of articles and pages of impressive monographs like Charles Highham's Trading With The Enemy : An Exposure of The Nazi-American Money Plot 1933-1949, New York, 1983).
What is the reason for this historical paradox, which is obviously incompatible with the notions of morality, patriotism and national interests? Throughout most of the second half of the twentieth century, most researchers categorically responded to this question - the reason was the excess profits. Indeed, the Third Reich was able from time to time to pay for the services of strategic goods suppliers, and to pay generously. Despite the fact that by 1936 the gold and currency reserves of Germany had almost zeroed, and since 1939 the Germans were rapidly losing markets for their main exports (industrial equipment, cars, chemical products, weapons), the seizure of European countries, beginning with the Anschluss of Austria, allowed Hitler to operate Looted gold and other convertible values. This opportunity was provided to the Nazis not without the help of British state structures. In November 1938, the government of Czechoslovakia, reasonably assuming the early occupation of the country by the Germans, forwarded its gold reserves - about 80 tons of noble metal to the cellars of the Bank of England. In March 1939, fully occupied Czechoslovakia, Hitler asked to return this gold. Bank of England Governor Montague Normann and Minister of Finance John Simon asked the Fiihrer to kindly agree. No less strange history occurred with 200 tons of Belgian gold, also returned to the Reich from African colonies, where the Belgian government managed to hide it shortly before the occupation of the country. The very Belgian government (and secret information about the location of the Belgian gold reserve) at that time was in exile - in London. During the occupation of Belgium, the Nazis captured in Antwerp a decent number of diamonds of jewelery quality and diamonds. This expensive product was by no means used for technical purposes. Through large diamond dealers, it was sold in the US, in third countries, dollar accounts were opened, through which the supply of strategic raw materials, including technical diamonds, was paid. For such calculations, also used convertible Swiss francs, which Germany received by placing in the banks of the "Zurich gnomes" the loot (including Holocaust victims) gold. In third countries, dollar accounts were opened, through which the supply of strategic raw materials, including technical diamonds, was paid. For such calculations, also used convertible Swiss francs, which Germany received by placing in the banks of the "Zurich gnomes" the loot (including Holocaust victims) gold. In third countries, dollar accounts were opened, through which the supply of strategic raw materials, including technical diamonds, was paid. For such calculations, also used convertible Swiss francs, which Germany received by placing in the banks of the "Zurich gnomes" looted (including Holocaust victims) gold.
http://rough-polished.com/ru/analytics/14361.html
In the 30s of the last century, the only country that exported raw diamonds, whose government was loyal to Hitler, was Brazil. The rest of the important exporters (primarily South Africa) were either part of the British Commonwealth, and De Beers Corporation directly controlled the production and marketing, or control was carried out through agreements with the CSR (for example, Forminière in the Belgian Congo).
In Brazil in the fall of 1930, as a result of a military coup, charismatic dictator Joselio Vargas came to power, professing ideas close to the end of the "corporate state" Benito Mussolini. Vargas did take a number of steps towards rapprochement with Nazi Germany, but at the same time intensively developed ties with the United States, trying to balance between powerful players. This game was relatively short-lived: in 1938 the radical army circles attempted a fascist putsch and Vargas had to make a choice. After suppressing the putsch, it finally took the side of the US and already in 1942 the Brazilian forces fought in Italy on the side of the Allies.
Brazilian placer diamond deposits were worked out by miners, not united in any large companies. Centralized management of such production, and even more so to predict it, was impossible. A number of attempts to organize industrial mining using modern mining equipment failed for both economic reasons and because of the instability of the political situation in the mining areas. In addition, in alluvial deposits, the percentage of crystals of jewelry quality is usually higher than in indigenous, garimpeiros are interested in just such diamonds, they are not enthusiastic about technical diamonds. Therefore, theoretically, Brazil from 1933 to 1938 could be a source of technical diamonds for the Third Reich, but the source is extremely scarce and unreliable.
Between 1939 and 1944, the world mining of technical diamonds amounted to 54.08 million carats. It is believed that the US military-industrial complex spent about 30 million carats during the Second World War. Since the combined capacity of the military-industrial complex of the United States and its allies was comparable to that of the Axis countries (otherwise the war would not have lasted so long), one should admit, guided by considerations of common sense, that the military-industrial complex of Germany, Italy and Japan needed to annually consume millions of carats of technical diamonds. Obviously, the share of Brazil in these supplies at best is calculated in terms of percents.
Nevertheless, a number of modern sources say that in the German metal-working equipment supplied to the USSR in 1936-1941, Brazilian technical diamonds were used. Moreover, it is argued that the Soviet Union received Brazilian diamonds and direct supplies. Thus, the slippery question of supplying totalitarian powers with strategic material receives a seemingly consistent answer - the source was also a dictatorial regime. Extremely convenient point of view, especially since accurate information on the volume and structure of production and distribution channels of Brazilian garimpeiros does not exist in principle.
Two people could give exhaustive explanations on this problem. The Minister of Armaments of Germany, Albert Speer, was obliged to know from his post how, in what quantity and on what terms the Third Reich received diamonds. He freely writes in Memoirs about the supply, for example, of alloying materials from Norway, Finland, Turkey, but Brazil does not mention a word as a source of strategic raw materials. Speer published the "Memoirs" in 1969, after spending more than 20 years in Spandau as one of the main Nazi criminals. There is no doubt that this book bears the imprint of both external and internal censorship. Is it really for Speer and his censors that the bright image of the Brazilian dictator Joselio Vargas, the second person who could accurately answer the question of interest to us, was so important? Hardly,
Most likely Speer did not mention Vargas for the simple reason that the supply of diamonds from Brazil, if they were, did not play any significant role for the German military industry. The only world market that Brazil could really influence in the 30s and 40s is the coffee market. The resource is important, but infinitely far from the sphere of interests of Speer. An attempt to give the Brazilian dictator an image of a super-player supplying strategic raw materials to the opposing sides of the world conflict looks like a "cover-up operation," a successful masking of a real process in which a completely different player really had such capabilities. But Speer could not mention this player, if (in contrast to Rudolf Hess) after suffering ordeals he wanted to quietly die in his own bed.
http://rough-polished.com/ru/analytics/14232.html
In Brazil in the fall of 1930, as a result of a military coup, charismatic dictator Joselio Vargas came to power, professing ideas close to the end of the "corporate state" Benito Mussolini. Vargas did take a number of steps towards rapprochement with Nazi Germany, but at the same time intensively developed ties with the United States, trying to balance between powerful players. This game was relatively short-lived: in 1938 the radical army circles attempted a fascist putsch and Vargas had to make a choice. After suppressing the putsch, it finally took the side of the US and already in 1942 the Brazilian forces fought in Italy on the side of the Allies.
Brazilian placer diamond deposits were worked out by miners, not united in any large companies. Centralized management of such production, and even more so to predict it, was impossible. A number of attempts to organize industrial mining using modern mining equipment failed for both economic reasons and because of the instability of the political situation in the mining areas. In addition, in alluvial deposits, the percentage of crystals of jewelry quality is usually higher than in indigenous, garimpeiros are interested in just such diamonds, they are not enthusiastic about technical diamonds. Therefore, theoretically, Brazil from 1933 to 1938 could be a source of technical diamonds for the Third Reich, but the source is extremely scarce and unreliable.
Between 1939 and 1944, the world mining of technical diamonds amounted to 54.08 million carats. It is believed that the US military-industrial complex spent about 30 million carats during the Second World War. Since the combined capacity of the military-industrial complex of the United States and its allies was comparable to that of the Axis countries (otherwise the war would not have lasted so long), one should admit, guided by considerations of common sense, that the military-industrial complex of Germany, Italy and Japan needed to annually consume millions of carats of technical diamonds. Obviously, the share of Brazil in these supplies at best is calculated in terms of percents.
Nevertheless, a number of modern sources say that in the German metal-working equipment supplied to the USSR in 1936-1941, Brazilian technical diamonds were used. Moreover, it is argued that the Soviet Union received Brazilian diamonds and direct supplies. Thus, the slippery question of supplying totalitarian powers with strategic material receives a seemingly consistent answer - the source was also a dictatorial regime. Extremely convenient point of view, especially since accurate information on the volume and structure of production and distribution channels of Brazilian garimpeiros does not exist in principle.
Two people could give exhaustive explanations on this problem. The Minister of Armaments of Germany, Albert Speer, was obliged to know from his post how, in what quantity and on what terms the Third Reich received diamonds. He freely writes in Memoirs about the supply, for example, of alloying materials from Norway, Finland, Turkey, but Brazil does not mention a word as a source of strategic raw materials. Speer published the "Memoirs" in 1969, after spending more than 20 years in Spandau as one of the main Nazi criminals. There is no doubt that this book bears the imprint of both external and internal censorship. Is it really for Speer and his censors that the bright image of the Brazilian dictator Joselio Vargas, the second person who could accurately answer the question of interest to us, was so important? Hardly,
Most likely Speer did not mention Vargas for the simple reason that the supply of diamonds from Brazil, if they were, did not play any significant role for the German military industry. The only world market that Brazil could really influence in the 30s and 40s is the coffee market. The resource is important, but infinitely far from the sphere of interests of Speer. An attempt to give the Brazilian dictator an image of a super-player supplying strategic raw materials to the opposing sides of the world conflict looks like a "cover-up operation," a successful masking of a real process in which a completely different player really had such capabilities. But Speer could not mention this player, if (in contrast to Rudolf Hess) after suffering ordeals he wanted to quietly die in his own bed.
http://rough-polished.com/ru/analytics/14232.html
Once Saudi Sheikh Yamani, one of the founding fathers of OPEC, answering the question: "How much does the price of oil depend on OPEC decisions, and how much on market factors?" Remarked: "The first two digits (to the point) are determined by OPEC, and the last (After the decimal point) are fundamental factors. " The idea that modern markets are more or less manageable, shared by almost all players and analysts, this is not a revelation. Problems arise when trying to determine the motives of players capable of generating a control pulse. The postulate of obvious economic expediency, underlying the behavior of any market participant, allows you to create more or less reliable forecasting structures using the conceptual apparatus of technical and fundamental analysis. But from time to time there are data that contradict the usual models.
Virtually all serious sources categorically state that the De Beers Corporation refused to cooperate with Hitler's Germany. The central sales organization of the diamond monopoly blocked the sale of diamonds to the Third Reich, this circumstance had a very negative impact on the development of the German defense industry and served as one of the indirect causes of the military defeat of the Nazi state.
Indeed, De Beers Corporation has always been and remains the pearl of the British crown, headed by the Oppenheimer family - ethnic Jews from Germany and traditionally has close ties with the banking houses of the Rothschilds and Morgan. This, of course, serious circumstances for the emergence of unavoidable contradictions with the author of "Mein Kampf." It was in 1933 (by the time Hitler came to power) that the London Diamond Syndicate was transformed into the Central Sales Organization, whose president was the owner of De Beers, Ernst Oppenheimer. In the 30s - 40s, sales of about 94% of the world diamond mining were carried out through the CSO, so that "De Beers", no doubt, was able to completely cut off the supplies of Germany.
Germany was a pioneer in the use of technical diamonds, first as abrasives for grinding the world's best optics Zeiss. In 1927, Krupp patented the material "Widia" (wie Diamant - "as a diamond"). This agglomerate of tungsten carbide and cobalt has revolutionized metalworking - the speed and purity of cutting the hardest steels have increased by orders of magnitude. But to sharpen the incisors of Widia could only be a diamond tool. Approximately at the same time, German engineering firms create and implement technologies and a diamond tool for finishing honing, which allows increasing the life of motor vehicles, aircraft, tanks and submarines by several times. In turn, there were diamond wire dies for radio electronics and dozens, if not hundreds, of diamond applications in the military-industrial complex.
http://rough-polished.com/ru/analytics/14138.html
Virtually all serious sources categorically state that the De Beers Corporation refused to cooperate with Hitler's Germany. The central sales organization of the diamond monopoly blocked the sale of diamonds to the Third Reich, this circumstance had a very negative impact on the development of the German defense industry and served as one of the indirect causes of the military defeat of the Nazi state.
Indeed, De Beers Corporation has always been and remains the pearl of the British crown, headed by the Oppenheimer family - ethnic Jews from Germany and traditionally has close ties with the banking houses of the Rothschilds and Morgan. This, of course, serious circumstances for the emergence of unavoidable contradictions with the author of "Mein Kampf." It was in 1933 (by the time Hitler came to power) that the London Diamond Syndicate was transformed into the Central Sales Organization, whose president was the owner of De Beers, Ernst Oppenheimer. In the 30s - 40s, sales of about 94% of the world diamond mining were carried out through the CSO, so that "De Beers", no doubt, was able to completely cut off the supplies of Germany.
Germany was a pioneer in the use of technical diamonds, first as abrasives for grinding the world's best optics Zeiss. In 1927, Krupp patented the material "Widia" (wie Diamant - "as a diamond"). This agglomerate of tungsten carbide and cobalt has revolutionized metalworking - the speed and purity of cutting the hardest steels have increased by orders of magnitude. But to sharpen the incisors of Widia could only be a diamond tool. Approximately at the same time, German engineering firms create and implement technologies and a diamond tool for finishing honing, which allows increasing the life of motor vehicles, aircraft, tanks and submarines by several times. In turn, there were diamond wire dies for radio electronics and dozens, if not hundreds, of diamond applications in the military-industrial complex.
http://rough-polished.com/ru/analytics/14138.html
In 2000, being the head of Gokhran, I expressed my position: I support any policy of ALROSA, which brings the company maximum profit. But given that it is a Russian company, the organization of trade should be arranged so as not to ignore the interests of the Russian lapidary industry. How correctly said V.V. Putin: "Enough to trade only with raw materials, you need to sell high-tech products." But ALROSA should not sell in Russia cheaper than at world prices. First, it must sort the raw materials so that the proposed lots correspond to the interests of large companies (such as Smolensk's Kristall) and the opportunities for medium and small businesses. And sell to our companies at market prices - no one should have advantages, all buyers of rough diamonds should be equal. It is necessary to think about the interests of the country, rather than private companies. ALROSA should not lose a ruble because of the interests of cutters. And if it creates a sales base - in scale and in character such as De Beers in London - it would be useful for the country.
Ararat Evoyan, First Vice-President of the Association of Russian Diamonds Manufacturers:
There is a client policy of ALROSA, coordinated with the antimonopoly committee. In short, I believe that only rough diamonds should be exported, which does not find demand in the domestic market. Today, the level of prices in the domestic and foreign markets has leveled off, and sometimes we pay for stones even more expensive than foreign buyers, which is abnormal.
Evgeny Bychkov, President of the Center for the Development of International Cooperation of Producers and Consumers of Precious Metals, former head of the Roskomdragmet of the Russian Federation:
ALROSA should have a marketing strategy defined, but there is no strategy. Sergei Vybornov said in Antwerp that it is not profitable to develop a cut of Russia, and his deputy spoke quite differently. Personally, I believe that it is necessary to support domestic diamond producers. I am for the development of Russian cutting - we all have for this - both staff and factories. But ALROSA itself should not engage in the production of diamonds.
http://rough-polished.com/ru/analytics/13857.html
Ararat Evoyan, First Vice-President of the Association of Russian Diamonds Manufacturers:
There is a client policy of ALROSA, coordinated with the antimonopoly committee. In short, I believe that only rough diamonds should be exported, which does not find demand in the domestic market. Today, the level of prices in the domestic and foreign markets has leveled off, and sometimes we pay for stones even more expensive than foreign buyers, which is abnormal.
Evgeny Bychkov, President of the Center for the Development of International Cooperation of Producers and Consumers of Precious Metals, former head of the Roskomdragmet of the Russian Federation:
ALROSA should have a marketing strategy defined, but there is no strategy. Sergei Vybornov said in Antwerp that it is not profitable to develop a cut of Russia, and his deputy spoke quite differently. Personally, I believe that it is necessary to support domestic diamond producers. I am for the development of Russian cutting - we all have for this - both staff and factories. But ALROSA itself should not engage in the production of diamonds.
http://rough-polished.com/ru/analytics/13857.html
At the very end of the nineteenth century, the creator of De Beers Corporation, Cecil Rhodes, assessing the prospective risks to his plans in Africa, unexpectedly called the "yellow threat" for many and said he would never allow immigrants from China to Rhodesia. Laconic and capacious formulations of Cecil Rhodes, such as the famous: "The learned Negro - an extremely dangerous creature!", Were highly valued by associates, but in this case his fears caused, at least, bewilderment. At that time, S. Rhodes had enough problems with the Boers, Ndebel, Shonas, but no Chinese competitors, political or economic, even on the horizon were seen. Great Britain, France, Germany energetically divided the "African pie", China itself was in a semi-colonial state, and any serious expansion of the Chinese in Africa at that time seemed fantastic. From his contemporaries, Rhodes' strange prophecy was appreciated only by his good friend Kaiser Wilhelm II, who ordered an impressive allegorical painting under the title "Yellow Danger" and sent copies to European reigning houses, and a couple of years later equipped a military expedition to China, Parting with their officers in the tradition of German tradition: "No mercy. Do not take prisoners. The word "German" should terrify China for the next thousand years! ". Parting with their officers in the tradition of German tradition: "No mercy. Do not take prisoners. The word "German" should terrify China for the next thousand years! ". Parting with their officers in the tradition of German tradition: "No mercy. Do not take prisoners. The word "German" should terrify China for the next thousand years! ".
Two generations and two world wars passed before the first serious Chinese project was realized in Africa - in 1956 the PRC built a railway in Tanzania. Half a century later, the prophecy of S. Rhodes finally came true: China became the main competitor of the West in Africa. Today, more than 800 enterprises with Chinese participation are created in 49 African states. Only according to official data, more than 80,000 Chinese citizens work in Africa (unofficial - 4 times more) and about 15,000 students from African countries study in Chinese universities. The volume of annual bilateral trade exceeded $ 55 billion, with a growth rate of over 30% per year. On imports of raw materials from Africa, China loses only the United States, and the difference is rapidly declining, and for exports of goods and services to Africa, it surpassed the US in 2003,
The modern strategy of Chinese expansion in Africa has three main components: de-ideologization, huge loans, a large proportion of which goes to infrastructure development, non-transparent exports of weapons and services in the field of military-technical cooperation.
If the regime provides access to the right resources under suitable conditions, its political person does not matter. This pragmatic position of China creates new rules in the African game. Requirements for improving the political system of African states, respect for human rights, the development of civil society and democratic institutions, the fight against corruption - all the delicate instruments of influence that Western importers of African mineral resources have developed over the past three decades have been thrown back by China as unnecessary rubbish. If we take into account that all kinds of variants of the "socialist way of development" faded in Africa by the time of the elimination of the USSR, it should be recognized that China not only occupied free niches, but also deprived Western competitors of freedom of maneuver. The positions of the authoritarian leaders of the DRC, Congo, Sudan, Zimbabwe,
http://rough-polished.com/ru/analytics/13232.html
Two generations and two world wars passed before the first serious Chinese project was realized in Africa - in 1956 the PRC built a railway in Tanzania. Half a century later, the prophecy of S. Rhodes finally came true: China became the main competitor of the West in Africa. Today, more than 800 enterprises with Chinese participation are created in 49 African states. Only according to official data, more than 80,000 Chinese citizens work in Africa (unofficial - 4 times more) and about 15,000 students from African countries study in Chinese universities. The volume of annual bilateral trade exceeded $ 55 billion, with a growth rate of over 30% per year. On imports of raw materials from Africa, China loses only the United States, and the difference is rapidly declining, and for exports of goods and services to Africa, it surpassed the US in 2003,
The modern strategy of Chinese expansion in Africa has three main components: de-ideologization, huge loans, a large proportion of which goes to infrastructure development, non-transparent exports of weapons and services in the field of military-technical cooperation.
If the regime provides access to the right resources under suitable conditions, its political person does not matter. This pragmatic position of China creates new rules in the African game. Requirements for improving the political system of African states, respect for human rights, the development of civil society and democratic institutions, the fight against corruption - all the delicate instruments of influence that Western importers of African mineral resources have developed over the past three decades have been thrown back by China as unnecessary rubbish. If we take into account that all kinds of variants of the "socialist way of development" faded in Africa by the time of the elimination of the USSR, it should be recognized that China not only occupied free niches, but also deprived Western competitors of freedom of maneuver. The positions of the authoritarian leaders of the DRC, Congo, Sudan, Zimbabwe,
http://rough-polished.com/ru/analytics/13232.html
The decision by ZAO ALROSA to refuse from the exemption from VAT exemption on sale of diamonds on the domestic market from 01.01.2008 caused a very pathetic reaction of Russian cutters. According to the representative of Leviev Group, "the implementation of this requirement will mean the end of the Russian lapidary industry," the Yakut colleagues are especially grim: "this unilateral decision of the management of ALROSA will lead to the already half-dead lapidary enterprises of the republic and the country to death." The meaning of such "obituaries" is simple: since 2008, for raw diamonds, they will have to pay 18% (this is the VAT rate) more, and although later these expenses should be reimbursed from the federal budget, the lapidary enterprises should find somewhere additional working capital, and with them In Russia there is a big problem,
At the same time, ALROSA's initiative is not revolutionary, but it is only a return to the practice of the 1990s, when Russian lapidary enterprises paid VAT when buying raw materials, even at a higher rate of 20%. Recall that the law, which exempts from VAT imports of diamonds to Russia and the turnover of diamonds on the Russian domestic market, was adopted in July 2000. The motives of this decision, declared by the lobbyists, were the best. It was argued that the law would allow Russian granite enterprises access to world resources of rough diamonds and thus ensure their full utilization, the working capital will not be diverted to pay VAT and can be used for additional purchases of raw materials, and in general the production and export of Russian diamonds will significantly increase . Long-term experience has shown, That as a whole these hopes were not justified. Few Russian cutters hastened to take advantage of the possibility of tax-free imports - only Smolensk "Crystal" became one of the sightholders of De Beers, but buys from this corporation no more than 5-7% of the required amount of raw materials. Deliveries of raw materials for imports increased by a few percent, but the cutters habitually continued to complain about the chronic shortage of raw materials. The problem of working capital was also not solved by this law - with VAT sold diamonds or without VAT, but the size of the refinancing rate was making and making a loan in Russia at times more expensive than in Belgium, Israel, the United States and India, so enterprises with Russian capital working at Russian Loans, a priori are not competitive in comparison with their counterparts in traditional cutting centers,
Exemption of domestic Russian diamond turnover from VAT essentially solved the only problem - rough diamonds in the domestic market are cheaper than in the world market. Therefore in Russia tolling and export of raw materials by gray and black schemes flourish - these "directions" of the domestic granular business give the highest rate of profit. Moreover, such a result of the corresponding legislative initiatives was predicted back in 2000. At the plenary session of the State Duma of the Russian Federation, held on June 23, 2000, the deputy from the RS (Y) Vitaly Basygysov pointed out that the VAT exemption of diamonds sold on the domestic market is support for "Israeli-Belgian capital", i.e. Lapidary enterprises owned by foreign owners, and proposed an amendment to the law, which replaced "VAT exemption" with "zero VAT rate".
http://rough-polished.com/ru/analytics/12944.html
At the same time, ALROSA's initiative is not revolutionary, but it is only a return to the practice of the 1990s, when Russian lapidary enterprises paid VAT when buying raw materials, even at a higher rate of 20%. Recall that the law, which exempts from VAT imports of diamonds to Russia and the turnover of diamonds on the Russian domestic market, was adopted in July 2000. The motives of this decision, declared by the lobbyists, were the best. It was argued that the law would allow Russian granite enterprises access to world resources of rough diamonds and thus ensure their full utilization, the working capital will not be diverted to pay VAT and can be used for additional purchases of raw materials, and in general the production and export of Russian diamonds will significantly increase . Long-term experience has shown, That as a whole these hopes were not justified. Few Russian cutters hastened to take advantage of the possibility of tax-free imports - only Smolensk "Crystal" became one of the sightholders of De Beers, but buys from this corporation no more than 5-7% of the required amount of raw materials. Deliveries of raw materials for imports increased by a few percent, but the cutters habitually continued to complain about the chronic shortage of raw materials. The problem of working capital was also not solved by this law - with VAT sold diamonds or without VAT, but the size of the refinancing rate was making and making a loan in Russia at times more expensive than in Belgium, Israel, the United States and India, so enterprises with Russian capital working at Russian Loans, a priori are not competitive in comparison with their counterparts in traditional cutting centers,
Exemption of domestic Russian diamond turnover from VAT essentially solved the only problem - rough diamonds in the domestic market are cheaper than in the world market. Therefore in Russia tolling and export of raw materials by gray and black schemes flourish - these "directions" of the domestic granular business give the highest rate of profit. Moreover, such a result of the corresponding legislative initiatives was predicted back in 2000. At the plenary session of the State Duma of the Russian Federation, held on June 23, 2000, the deputy from the RS (Y) Vitaly Basygysov pointed out that the VAT exemption of diamonds sold on the domestic market is support for "Israeli-Belgian capital", i.e. Lapidary enterprises owned by foreign owners, and proposed an amendment to the law, which replaced "VAT exemption" with "zero VAT rate".
http://rough-polished.com/ru/analytics/12944.html
The October Antwerp Diamond Conference 2007 showed that the course towards the development of the national diamond cutting industry in African diamond mining countries causes some skepticism among some industry professionals and populist arguments in favor of African cut have little to do with economic reality.
Pro's arguments boil down to a thesis that is extremely attractive in its simplicity: diamonds are mined here, and they should be cut off, as local cuts will supplement the budget with taxes and at least partially solve the problem of unemployment. As stated in 2005 by the President of Namibia: "This (the development of the cut - Ed.) Not only meets the efforts of the people of Namibia to increase the value of our natural resources, but will also create new jobs and increase the level of introduction of new technologies in our economy."
Contra arguments are not so obvious, but their careful consideration allows us to understand the true causes of this trend, which seriously worries the market.
Let us begin by stating the fact that the negative experience of creating a national lapidary industry in Africa has already taken place. After the fall of the apartheid regime (1994), the Diamond Council of South Africa issued more than 1,000 licenses for the opening of the lapidary enterprises to the black citizens of the country, the vast majority of these firms quickly went bankrupt, the rest were engaged exclusively in dealership.
During the next decade, the idea of African cut was discussed rather sluggishly, but in 2005 a genuine renaissance came. Almost simultaneously, senior government officials and political leaders from South Africa, Namibia and Botswana made very categorical proposals for the organization of large-scale lapidary industry in these states, and these initiatives were accompanied by harsh criticism of De Beers. So, in July 2005, the president of Namibia, in a meeting with the owner of De Beers, Nicky Oppenheimer, noted that "Namdeb, a subsidiary of De Beers in Namibia, is not going to do anything for the country where it produces diamonds. Namibians, said H. Pohamba, demand that diamonds mined in Namibia are processed there. "We consider diamonds to be our natural wealth, which belongs to all citizens of the country," he said.
This time, the standard populist rhetoric of black leaders was complemented by serious organizational proposals to move the world's center for sorting and trading of rough diamonds from London to Botswana, adopting radical legislation that provides serious preferences in accessing raw materials for local cutters such as the South African "Bill of Amendments" To the Diamonds Amendment Bill and the initiation of constructive negotiations with De Beers on the creation of joint structures through which African cutters will provide ivatsya raw materials. Unlike the events of ten years ago, the process looked much more serious and could hardly be explained by another sporadic outburst of national self-awareness.
Indeed, a number of events took place on the world diamond market in 2005,
By the summer of 2005, prices for rough diamonds had reached their maximum values since 2000 - from the moment De Beers declared a rejection of monopoly regulation of the market and started implementing the "Supplier of Choice" strategy. At this peak (in July, August and September 2005), De Beers sells three record sites with a volume of $ 750 million, $ 850 million and $ 750 million, respectively, after which prices begin to fall rapidly - by the end of September, the fall was already 10% and Analysts predicted a long-term decline.
The bank was brilliantly broken, in addition, De Beers by 2005 finally got rid of an effective, but extremely expensive tool for monopoly regulation of the market - own sewage of rough diamonds. By that time, De Beers' reserves had fallen to about the average annual cost of three sites, While in 1998 they were equivalent to the cost of 14 sites. Thus, the reduction of the De Beers sinks took place consistently for five years under conditions of a continuous rise in prices, and was stopped shortly before the moment when prices began to fall.
Own production of De Beers, production of ALROSA and production of the other two largest producers of raw diamonds have been increasing all this time.
In 2005, the tension between De Beers and the European Commission continued to increase: the joint De Beers and ALROSA June proposal to smoothly reduce supplies by 2008, and most importantly, to maintain the annual volume of supplies of $ 275 million since 2009, did not find understanding in the European Commission . In February 2006, the European Commission issued a decision obliging De Beers to completely stop buying diamonds from ALROSA either directly or through intermediaries.
http://rough-polished.com/ru/analytics/12528.html
Pro's arguments boil down to a thesis that is extremely attractive in its simplicity: diamonds are mined here, and they should be cut off, as local cuts will supplement the budget with taxes and at least partially solve the problem of unemployment. As stated in 2005 by the President of Namibia: "This (the development of the cut - Ed.) Not only meets the efforts of the people of Namibia to increase the value of our natural resources, but will also create new jobs and increase the level of introduction of new technologies in our economy."
Contra arguments are not so obvious, but their careful consideration allows us to understand the true causes of this trend, which seriously worries the market.
Let us begin by stating the fact that the negative experience of creating a national lapidary industry in Africa has already taken place. After the fall of the apartheid regime (1994), the Diamond Council of South Africa issued more than 1,000 licenses for the opening of the lapidary enterprises to the black citizens of the country, the vast majority of these firms quickly went bankrupt, the rest were engaged exclusively in dealership.
During the next decade, the idea of African cut was discussed rather sluggishly, but in 2005 a genuine renaissance came. Almost simultaneously, senior government officials and political leaders from South Africa, Namibia and Botswana made very categorical proposals for the organization of large-scale lapidary industry in these states, and these initiatives were accompanied by harsh criticism of De Beers. So, in July 2005, the president of Namibia, in a meeting with the owner of De Beers, Nicky Oppenheimer, noted that "Namdeb, a subsidiary of De Beers in Namibia, is not going to do anything for the country where it produces diamonds. Namibians, said H. Pohamba, demand that diamonds mined in Namibia are processed there. "We consider diamonds to be our natural wealth, which belongs to all citizens of the country," he said.
This time, the standard populist rhetoric of black leaders was complemented by serious organizational proposals to move the world's center for sorting and trading of rough diamonds from London to Botswana, adopting radical legislation that provides serious preferences in accessing raw materials for local cutters such as the South African "Bill of Amendments" To the Diamonds Amendment Bill and the initiation of constructive negotiations with De Beers on the creation of joint structures through which African cutters will provide ivatsya raw materials. Unlike the events of ten years ago, the process looked much more serious and could hardly be explained by another sporadic outburst of national self-awareness.
Indeed, a number of events took place on the world diamond market in 2005,
By the summer of 2005, prices for rough diamonds had reached their maximum values since 2000 - from the moment De Beers declared a rejection of monopoly regulation of the market and started implementing the "Supplier of Choice" strategy. At this peak (in July, August and September 2005), De Beers sells three record sites with a volume of $ 750 million, $ 850 million and $ 750 million, respectively, after which prices begin to fall rapidly - by the end of September, the fall was already 10% and Analysts predicted a long-term decline.
The bank was brilliantly broken, in addition, De Beers by 2005 finally got rid of an effective, but extremely expensive tool for monopoly regulation of the market - own sewage of rough diamonds. By that time, De Beers' reserves had fallen to about the average annual cost of three sites, While in 1998 they were equivalent to the cost of 14 sites. Thus, the reduction of the De Beers sinks took place consistently for five years under conditions of a continuous rise in prices, and was stopped shortly before the moment when prices began to fall.
Own production of De Beers, production of ALROSA and production of the other two largest producers of raw diamonds have been increasing all this time.
In 2005, the tension between De Beers and the European Commission continued to increase: the joint De Beers and ALROSA June proposal to smoothly reduce supplies by 2008, and most importantly, to maintain the annual volume of supplies of $ 275 million since 2009, did not find understanding in the European Commission . In February 2006, the European Commission issued a decision obliging De Beers to completely stop buying diamonds from ALROSA either directly or through intermediaries.
http://rough-polished.com/ru/analytics/12528.html
All diamantaires know that in the early 1990s, experimental samples of synthetic diamonds of jewelry and near-quality quality began to enter the world diamond market from the countries of the former USSR. Samples were examined in authoritative gemological laboratories, in particular at the Gemological Institute of America GIA. It was noted that although crystals have characteristic differences from natural diamonds (special elements of growth, Remnants of inclusions of catalysts, etc.), it is impossible to identify a counterfeit or ordinary forgery diamonds, nor even to the average consumer of jewelry with diamonds.
The leader of the diamond industry - the company De Beers - for fear of invasion of fakes, has developed two devices for the detection of synthetics: Diamond View and Diamond Shure. "Straights" began to wait and prepare for a war with synthetics. "Synthetic" threatened to overwhelm the market with their products and select up to 25% of the retail market for diamond products, that is, up to $ 20 billion a year. This topic was central to publications and conferences of recent years. In particular, alternative BARS technologies, such as CVD and FG, were discussed, which, however, proved capable of producing only brown (near-jewelery) diamonds. The main rate of "synthesizers" was made on BARS. Nor ordinary diamantaires, nor even the ordinary consumer of jewelry with diamonds, it is impossible to identify a counterfeit. The leader of the diamond industry - the company De Beers - for fear of invasion of fakes, has developed two devices for the detection of synthetics: Diamond View and Diamond Shure. "Straights" began to wait and prepare for a war with synthetics. "Synthetic" threatened to overwhelm the market with their products and select up to 25% of the retail market for diamond products, that is, up to $ 20 billion a year. This topic was central to publications and conferences of recent years. In particular, alternative BARS technologies, such as CVD and FG, were discussed, which, however, proved capable of producing only brown (near-jewelery) diamonds. The main rate of "synthesizers" was made on BARS. Nor ordinary diamantaires, nor even the ordinary consumer of jewelry with diamonds, it is impossible to identify a counterfeit. The leader of the diamond industry - the company De Beers - for fear of invasion of fakes, has developed two devices for the detection of synthetics: Diamond View and Diamond Shure. "Straights" began to wait and prepare for a war with synthetics. "Synthetic" threatened to overwhelm the market with their products and select up to 25% of the retail market for diamond products, that is, up to $ 20 billion a year. This topic was central to publications and conferences of recent years. In particular, alternative BARS technologies, such as CVD and FG, were discussed, which, however, proved capable of producing only brown (near-jewelery) diamonds. The main rate of "synthesizers" was made on BARS. Not to the ordinary consumer of jewelry with diamonds, it is impossible to identify a counterfeit. The leader of the diamond industry - the company De Beers - for fear of invasion of fakes, has developed two devices for the detection of synthetics: Diamond View and Diamond Shure. "Straights" began to wait and prepare for a war with synthetics. "Synthetic" threatened to overwhelm the market with their products and select up to 25% of the retail market for diamond products, that is, up to $ 20 billion a year. This topic was central to publications and conferences of recent years. In particular, alternative BARS technologies, such as CVD and FG, were discussed, which, however, proved capable of producing only brown (near-jewelery) diamonds. The main rate of "synthesizers" was made on BARS. Not to the ordinary consumer of jewelry with diamonds, it is impossible to identify a counterfeit. The leader of the diamond industry - the company De Beers - for fear of invasion of fakes, has developed two devices for the detection of synthetics: Diamond View and Diamond Shure. "Straights" began to wait and prepare for a war with synthetics. "Synthetic" threatened to overwhelm the market with their products and select up to 25% of the retail market for diamond products, that is, up to $ 20 billion a year. This topic was central to publications and conferences of recent years. In particular, alternative BARS technologies, such as CVD and FG, were discussed, which, however, proved capable of producing only brown (near-jewelery) diamonds. The main rate of "synthesizers" was made on BARS. The leader of the diamond industry - the company De Beers - for fear of invasion of fakes, has developed two devices for the detection of synthetics: Diamond View and Diamond Shure. "Straights" began to wait and prepare for a war with synthetics. "Synthetic" threatened to overwhelm the market with their products and select up to 25% of the retail market for diamond products, that is, up to $ 20 billion a year. This topic was central to publications and conferences of recent years. In particular, alternative BARS technologies, for example CVD and FG, were discussed, which, however, proved capable of producing only brown (near-jewelery) diamonds. The main rate of "synthesizers" was made on BARS. The leader of the diamond industry - the company De Beers - for fear of invasion of fakes, has developed two devices for the detection of synthetics: Diamond View and Diamond Shure. "Straights" began to wait and prepare for a war with synthetics. "Synthetic" threatened to overwhelm the market with their products and select up to 25% of the retail market for diamond products, that is, up to $ 20 billion a year. This topic was central to publications and conferences of recent years. In particular, alternative BARS technologies, such as CVD and FG, were discussed, which, however, proved capable of producing only brown (near-jewelery) diamonds. The main rate of "synthesizers" was made on BARS. "Straights" began to wait and prepare for a war with synthetics. "Synthetic" threatened to overwhelm the market with their products and select up to 25% of the retail market for diamond products, that is, up to $ 20 billion a year. This topic was central to publications and conferences of recent years. In particular, alternative BARS technologies, for example CVD and FG, were discussed, which, however, proved capable of producing only brown (near-jewelery) diamonds. The main rate of "synthesizers" was made on BARS. "Straights" began to wait and prepare for a war with synthetics. "Synthetic" threatened to overwhelm the market with their products and select up to 25% of the retail market for diamond products, that is, up to $ 20 billion a year. This topic was central to publications and conferences of recent years. In particular, alternative BARS technologies, such as CVD and FG, were discussed, which, however, proved capable of producing only brown (near-jewelery) diamonds. The main rate of "synthesizers" was made on BARS. Were able to produce only brown (near-jewelery) diamonds. The main rate of "synthesizers" was made on BARS. Were able to produce only brown (near-jewelery) diamonds. The main rate of "synthesizers" was made on BARS.
http://rough-polished.com/ru/analytics/11861.html
The leader of the diamond industry - the company De Beers - for fear of invasion of fakes, has developed two devices for the detection of synthetics: Diamond View and Diamond Shure. "Straights" began to wait and prepare for a war with synthetics. "Synthetic" threatened to overwhelm the market with their products and select up to 25% of the retail market for diamond products, that is, up to $ 20 billion a year. This topic was central to publications and conferences of recent years. In particular, alternative BARS technologies, such as CVD and FG, were discussed, which, however, proved capable of producing only brown (near-jewelery) diamonds. The main rate of "synthesizers" was made on BARS. Nor ordinary diamantaires, nor even the ordinary consumer of jewelry with diamonds, it is impossible to identify a counterfeit. The leader of the diamond industry - the company De Beers - for fear of invasion of fakes, has developed two devices for the detection of synthetics: Diamond View and Diamond Shure. "Straights" began to wait and prepare for a war with synthetics. "Synthetic" threatened to overwhelm the market with their products and select up to 25% of the retail market for diamond products, that is, up to $ 20 billion a year. This topic was central to publications and conferences of recent years. In particular, alternative BARS technologies, such as CVD and FG, were discussed, which, however, proved capable of producing only brown (near-jewelery) diamonds. The main rate of "synthesizers" was made on BARS. Nor ordinary diamantaires, nor even the ordinary consumer of jewelry with diamonds, it is impossible to identify a counterfeit. The leader of the diamond industry - the company De Beers - for fear of invasion of fakes, has developed two devices for the detection of synthetics: Diamond View and Diamond Shure. "Straights" began to wait and prepare for a war with synthetics. "Synthetic" threatened to overwhelm the market with their products and select up to 25% of the retail market for diamond products, that is, up to $ 20 billion a year. This topic was central to publications and conferences of recent years. In particular, alternative BARS technologies, such as CVD and FG, were discussed, which, however, proved capable of producing only brown (near-jewelery) diamonds. The main rate of "synthesizers" was made on BARS. Not to the ordinary consumer of jewelry with diamonds, it is impossible to identify a counterfeit. The leader of the diamond industry - the company De Beers - for fear of invasion of fakes, has developed two devices for the detection of synthetics: Diamond View and Diamond Shure. "Straights" began to wait and prepare for a war with synthetics. "Synthetic" threatened to overwhelm the market with their products and select up to 25% of the retail market for diamond products, that is, up to $ 20 billion a year. This topic was central to publications and conferences of recent years. In particular, alternative BARS technologies, such as CVD and FG, were discussed, which, however, proved capable of producing only brown (near-jewelery) diamonds. The main rate of "synthesizers" was made on BARS. Not to the ordinary consumer of jewelry with diamonds, it is impossible to identify a counterfeit. The leader of the diamond industry - the company De Beers - for fear of invasion of fakes, has developed two devices for the detection of synthetics: Diamond View and Diamond Shure. "Straights" began to wait and prepare for a war with synthetics. "Synthetic" threatened to overwhelm the market with their products and select up to 25% of the retail market for diamond products, that is, up to $ 20 billion a year. This topic was central to publications and conferences of recent years. In particular, alternative BARS technologies, such as CVD and FG, were discussed, which, however, proved capable of producing only brown (near-jewelery) diamonds. The main rate of "synthesizers" was made on BARS. The leader of the diamond industry - the company De Beers - for fear of invasion of fakes, has developed two devices for the detection of synthetics: Diamond View and Diamond Shure. "Straights" began to wait and prepare for a war with synthetics. "Synthetic" threatened to overwhelm the market with their products and select up to 25% of the retail market for diamond products, that is, up to $ 20 billion a year. This topic was central to publications and conferences of recent years. In particular, alternative BARS technologies, for example CVD and FG, were discussed, which, however, proved capable of producing only brown (near-jewelery) diamonds. The main rate of "synthesizers" was made on BARS. The leader of the diamond industry - the company De Beers - for fear of invasion of fakes, has developed two devices for the detection of synthetics: Diamond View and Diamond Shure. "Straights" began to wait and prepare for a war with synthetics. "Synthetic" threatened to overwhelm the market with their products and select up to 25% of the retail market for diamond products, that is, up to $ 20 billion a year. This topic was central to publications and conferences of recent years. In particular, alternative BARS technologies, such as CVD and FG, were discussed, which, however, proved capable of producing only brown (near-jewelery) diamonds. The main rate of "synthesizers" was made on BARS. "Straights" began to wait and prepare for a war with synthetics. "Synthetic" threatened to overwhelm the market with their products and select up to 25% of the retail market for diamond products, that is, up to $ 20 billion a year. This topic was central to publications and conferences of recent years. In particular, alternative BARS technologies, for example CVD and FG, were discussed, which, however, proved capable of producing only brown (near-jewelery) diamonds. The main rate of "synthesizers" was made on BARS. "Straights" began to wait and prepare for a war with synthetics. "Synthetic" threatened to overwhelm the market with their products and select up to 25% of the retail market for diamond products, that is, up to $ 20 billion a year. This topic was central to publications and conferences of recent years. In particular, alternative BARS technologies, such as CVD and FG, were discussed, which, however, proved capable of producing only brown (near-jewelery) diamonds. The main rate of "synthesizers" was made on BARS. Were able to produce only brown (near-jewelery) diamonds. The main rate of "synthesizers" was made on BARS. Were able to produce only brown (near-jewelery) diamonds. The main rate of "synthesizers" was made on BARS.
http://rough-polished.com/ru/analytics/11861.html
Process of liberalizing the diamond market
One of the significant trends in the development of the global diamond market is the creation of lapidary production in diamond-mining countries: Botswana, Angola, Namibia, South Africa, Canada. The pioneer of this process was, undoubtedly, Russia, which is one of the largest producers of rough diamonds and where the developed national lapidary industry has existed in market conditions for more than fifteen years. (The formation and development of the lapidary industry in the USSR in 1963-1991 is of historical interest today, since the economic and political conditions peculiar to that period are obviously incomparable with the current ones). The study of some of the conflicts and contradictions that accompanied and continue to accompany the work of the Russian lapidary industry today, can serve as a good example for countries,
An extremely negative consequence, accompanying the rapid growth of the number of lapidary enterprises in Russia, since 1992, has been the serious criminalization of the industry. A significant part of the new granular enterprises acted as a tool to ensure the illicit export of rough diamonds through "gray" and "black" schemes. And although the peak of this process occurred in 1995-1997, he continues to cause serious concern today. In December 2005, the State Duma held a "round table" on "Legislative support for the effective development of the diamond-lapidary industry of the Russian Federation". Speaking at this representative forum, Deputy Director of the Administrative Department of the Ministry of Finance of the Russian Federation L. Tolpezhnikov said that despite the growth in the number of granular enterprises, The volume of raw materials actually cut in Russia is about 3.8 to 4.5 million carats, and this figure has been stable for several years. At the same time, "sales of diamonds in the domestic market increased and almost double the volume of goods that our enterprises cut." And further: "Increasing the volume of supplies to the domestic market does not lead to an increase in the actual amount of cut." As a source of information that allows such a conclusion to be drawn, L. Tolpezhnikov referred to the official reporting of the Ministry of Finance, indicating that the information is classified "top secret." This performance, undeservedly ignored by the press, was the actual recognition that up to 50% of the rough diamonds sold in the domestic market of Russia are in the shadow turnover. Of course, A similar level of criminalization is not specific to the cutting industry, but is inherent in the whole for countries with a transitional type of economy and, accordingly, a high level of corruption and a weak and imperfect law enforcement system. Obviously, Angola, Namibia, Botvana, a number of other African countries that are ardently advocating the creation of national lapidary industries will inevitably face the same problems and will fairly add to the headache for the remaining participants in the Kimberley Process.
Another block of conflict situations, in which Russia's lapidary enterprises have permanently fallen and, alas, continues to fall, is connected with the imperfection of the tax system, fiscal procedures and administrative regulation. Some aspects of the problem, for example, excessive interest in quotas or paranoid love for the label "secret" on any information related to diamonds, were the legacy of a totalitarian past. Others, such as the reluctance of the Ministry of Finance to agree to the organization of a specialized customs post in Yakutsk, were the result of a well-founded bureaucratic shock caused by the criminal tsunami. Some were caused by tactical contradictions in the interests of extractive companies and lapidary enterprises and the corresponding efforts of their lobbyists. How else can we explain the fact, That the export of rough diamonds and the sale to the domestic market are taxed differently by the value-added tax, when exporting the diamond-mining company returns from the VAT budget, and when selling to the domestic market - no? It took more than 10 years of efforts known as the "process of liberalizing the diamond market" in order to remove some of this kind of contradictions and create conditions for the industry that are illusory approaching the norms by which the main competitors work: the lapidary enterprises of Israel, Belgium, India and China. Still, problems of this type had a largely subjective nature, and the hope of their solution through negotiations and compromises remained always. And when selling to the domestic market - no? It took more than 10 years of efforts known as the "process of liberalizing the diamond market" in order to remove some of this kind of contradictions and create conditions for the industry that are illusory approaching the norms by which the main competitors work: the lapidary enterprises of Israel, Belgium, India and China. Still, problems of this type had a largely subjective nature, and the hope of their solution through negotiations and compromises remained always. And when selling to the domestic market - no? It took more than 10 years of efforts known as the "process of liberalizing the diamond market" in order to remove some of this kind of contradictions and create conditions for the industry that are illusory approaching the norms by which the main competitors work: the lapidary enterprises of Israel, Belgium, India and China. Still, problems of this type had a largely subjective nature, and the hope of their solution through negotiations and compromises remained always.
But in principle the Russian stakeholders were unable to solve the following problem. For the successful operation of the cutting plant, modern technologies and equipment are needed, well-trained personnel, tax preferences and loyal administration are desirable. But the main thing is that we need working capital. Traditionally, this business is arranged in such a way that the diamond cutter pays for rough diamonds at once, and the finished diamond gives the jeweler (or dealer) a consignment. Consequently - loans are needed, and given the fact that the cost of rough diamonds can reach up to 90% of the cost of a diamond, credit policy is the main factor of business success. In Israel, India, Belgium, there are specialized banks such as Antwerp Diamond Bank, ABN-AMRO Bank, State Bank of India, etc. The rate of loans for cutters fluctuates about LIBOR + 2%. Such conditions for Russia were and remain impossible for reasons, from diamantaires not depending. What kind of loans could be seriously talked about, if the refinancing rate in the mid-90s exceeded 200%!? Today, the domestic interest rate is 10.0%. In the European Union - 4.0%, in China - 3.6%, in Israel - 4.5%, in India - 7.75%. Accordingly, the cost of loans varies. These simple arguments make it possible to draw a rather unhappy conclusion: a Russian lapidary enterprise that operates on loans from Russian banks was, and probably will not be, competitive for a long time compared to Israeli, Belgian, Indian, and Chinese counterparts. In Russia there are still no cheap loans and there are no banks specializing in investment in the lapidary industry. Therefore, if the Russian granulator "plays by the rules" he is initially doomed to failure in the market. It seems that this situation will be typical for the majority of African diamond-mining countries that are striving to enter the "club of cutters".
http://rough-polished.com/ru/analytics/11191.html
An extremely negative consequence, accompanying the rapid growth of the number of lapidary enterprises in Russia, since 1992, has been the serious criminalization of the industry. A significant part of the new granular enterprises acted as a tool to ensure the illicit export of rough diamonds through "gray" and "black" schemes. And although the peak of this process occurred in 1995-1997, he continues to cause serious concern today. In December 2005, the State Duma held a "round table" on "Legislative support for the effective development of the diamond-lapidary industry of the Russian Federation". Speaking at this representative forum, Deputy Director of the Administrative Department of the Ministry of Finance of the Russian Federation L. Tolpezhnikov said that despite the growth in the number of granular enterprises, The volume of raw materials actually cut in Russia is about 3.8 to 4.5 million carats, and this figure has been stable for several years. At the same time, "sales of diamonds in the domestic market increased and almost double the volume of goods that our enterprises cut." And further: "Increasing the volume of supplies to the domestic market does not lead to an increase in the actual amount of cut." As a source of information that allows such a conclusion to be drawn, L. Tolpezhnikov referred to the official reporting of the Ministry of Finance, indicating that the information is classified "top secret." This performance, undeservedly ignored by the press, was the actual recognition that up to 50% of the rough diamonds sold in the domestic market of Russia are in the shadow turnover. Of course, A similar level of criminalization is not specific to the cutting industry, but is inherent in the whole for countries with a transitional type of economy and, accordingly, a high level of corruption and a weak and imperfect law enforcement system. Obviously, Angola, Namibia, Botvana, a number of other African countries that are ardently advocating the creation of national lapidary industries will inevitably face the same problems and will fairly add to the headache for the remaining participants in the Kimberley Process.
Another block of conflict situations, in which Russia's lapidary enterprises have permanently fallen and, alas, continues to fall, is connected with the imperfection of the tax system, fiscal procedures and administrative regulation. Some aspects of the problem, for example, excessive interest in quotas or paranoid love for the label "secret" on any information related to diamonds, were the legacy of a totalitarian past. Others, such as the reluctance of the Ministry of Finance to agree to the organization of a specialized customs post in Yakutsk, were the result of a well-founded bureaucratic shock caused by the criminal tsunami. Some were caused by tactical contradictions in the interests of extractive companies and lapidary enterprises and the corresponding efforts of their lobbyists. How else can we explain the fact, That the export of rough diamonds and the sale to the domestic market are taxed differently by the value-added tax, when exporting the diamond-mining company returns from the VAT budget, and when selling to the domestic market - no? It took more than 10 years of efforts known as the "process of liberalizing the diamond market" in order to remove some of this kind of contradictions and create conditions for the industry that are illusory approaching the norms by which the main competitors work: the lapidary enterprises of Israel, Belgium, India and China. Still, problems of this type had a largely subjective nature, and the hope of their solution through negotiations and compromises remained always. And when selling to the domestic market - no? It took more than 10 years of efforts known as the "process of liberalizing the diamond market" in order to remove some of this kind of contradictions and create conditions for the industry that are illusory approaching the norms by which the main competitors work: the lapidary enterprises of Israel, Belgium, India and China. Still, problems of this type had a largely subjective nature, and the hope of their solution through negotiations and compromises remained always. And when selling to the domestic market - no? It took more than 10 years of efforts known as the "process of liberalizing the diamond market" in order to remove some of this kind of contradictions and create conditions for the industry that are illusory approaching the norms by which the main competitors work: the lapidary enterprises of Israel, Belgium, India and China. Still, problems of this type had a largely subjective nature, and the hope of their solution through negotiations and compromises remained always.
But in principle the Russian stakeholders were unable to solve the following problem. For the successful operation of the cutting plant, modern technologies and equipment are needed, well-trained personnel, tax preferences and loyal administration are desirable. But the main thing is that we need working capital. Traditionally, this business is arranged in such a way that the diamond cutter pays for rough diamonds at once, and the finished diamond gives the jeweler (or dealer) a consignment. Consequently - loans are needed, and given the fact that the cost of rough diamonds can reach up to 90% of the cost of a diamond, credit policy is the main factor of business success. In Israel, India, Belgium, there are specialized banks such as Antwerp Diamond Bank, ABN-AMRO Bank, State Bank of India, etc. The rate of loans for cutters fluctuates about LIBOR + 2%. Such conditions for Russia were and remain impossible for reasons, from diamantaires not depending. What kind of loans could be seriously talked about, if the refinancing rate in the mid-90s exceeded 200%!? Today, the domestic interest rate is 10.0%. In the European Union - 4.0%, in China - 3.6%, in Israel - 4.5%, in India - 7.75%. Accordingly, the cost of loans varies. These simple arguments make it possible to draw a rather unhappy conclusion: a Russian lapidary enterprise that operates on loans from Russian banks was, and probably will not be, competitive for a long time compared to Israeli, Belgian, Indian, and Chinese counterparts. In Russia there are still no cheap loans and there are no banks specializing in investment in the lapidary industry. Therefore, if the Russian granulator "plays by the rules" he is initially doomed to failure in the market. It seems that this situation will be typical for the majority of African diamond-mining countries that are striving to enter the "club of cutters".
http://rough-polished.com/ru/analytics/11191.html
One of the most serious trends in the development of the world market for rough diamonds is the growth in the number and volume of speculative operations with rough diamonds. In fact, all the participants in the market - from large mining companies to small granular workshops, to say nothing of those enterprises for which dealership was initially the main type of activity - were involved to a greater or lesser degree in dealership to a greater or lesser extent. This situation is due to the following factors:
- the emergence of large independent producers of diamonds (BHP, Rio Tinto, Argail) and the creation of their own client base, the principles of selection of which are much more liberal than those that De Beers applies to its sightholders;
- the collapse of the USSR and, accordingly, The cardinal reformatting of the entire Soviet diamond industry, the consequence of which was, among other things, the unprecedented rise of speculative operations with rough diamonds, which developed in several directions at once. Firstly, in 1992-1998, Through a network of "joint border enterprises", the vast majority of which actually performed exclusively dealer functions, the market was thrown out perennial Gokhran effluent (according to various estimates from $ 7 to $ 12 billion), and secondly, with the help of political lobbying mechanisms in Yakutia, .n. "National lapidary industry", which operated a quota of 25% of the current production of ALROSA and actually engaged in mainly speculative operations with raw materials, thirdly, ALROSA itself was able to create its own client base, A significant part of which also began to take part in dealer operations. At the same time, in the post-Soviet space - in Armenia, Ukraine, Belarus, the fragments of the former Soviet association "Kristall" also began to deal actively with dealership. It should be recalled that the diamond mining industry of the USSR was tightly integrated into the single-channel system for managing the world diamond market, created by De Beers, and did not conduct independent dealer operations;
- The specific development of the political process in a number of West African countries has led to the establishment of control over radical groups over a number of significant alluvial deposits and, accordingly, the creation of their own dealer networks, sometimes operating with significant volumes of rough diamonds (UNITA's diamond department).
Such consequences of the speculative boom may have been one of the factors contributing to the decision of De Beers to abandon monopolistic regulation of the market. Since 1999, there has been a gradual reduction in buffer effluent, the most serious instrument for price regulation. In 2000, De Beers officially announced the introduction of a new supply policy ( Supplier of Choice ). This new marketing model implies, among other things, careful monitoring of the speculative activity of sightholders through the consent of De Beers to audit their enterprises. About 30 customers of De Beers, especially distinguished during the speculative boom, were sightholder status.
The events of the 90s showed that the games of speculators could reach a scale seriously fraught with a collapse of the market. At the same time, there was a clear difference in the positions of the main market participants in relation to dealer operations. In the eyes of large mining companies, dealership looks evil, albeit inevitable. Their main task is to support and develop extremely capital-intensive mining operations, the rate of capital turnover in which is very low. This is a difficult business and for him the fluctuations in prices for final products - raw diamonds - are extremely sensitive. Ideal here would be a slow, but constantly rising price. A similar position is characteristic of enterprises that are really engaged in cutting. For them, dealership is a forced activity, a way of getting rid of the assortment of raw materials, which at the moment is not profitable for them to process. But the stability of the market, the absence of crises, is also extremely important for them. The position of a professional speculator, especially a large speculator, who possesses capital, which allows one to serve significant sinks, is diametrically opposed. As for the speculator in any market, the amplitude of price fluctuations is important for him-you can play both on the rise and at the bottom, that is, For him it is important to create crisis situations.
Subsequent events confirmed this alignment of forces. Significant price fluctuations in 2005 - 2006 analysts attributed to speculative games of predominantly Indian diamantaires, and record trade interventions by De Beers in the summer and autumn of 2005 - as an attempt to counteract these initiatives. As a means of limiting speculative activity, one can also consider vigorous vertical diversification of large extractive companies that are trying to build chains: mining - processing - sorting - cutting - jewelry production - marketing - retail chains where there is simply no place for dealer operations with rough diamonds.
Still, such measures can be considered a palliative, and profiteers who have incredibly grown over the past 15 years continue to pose a serious threat to market stability. However, due to a number of objective reasons, their prospects are far from brilliant. According to the opinion of competent experts, in the next five years the world diamond output will fall intensively, and the demand will grow vigorously. At current prices, demand by 2012 can reach $ 18 billion, and production will be about $ 9-10 billion. And this extraction will be concentrated in the hands of 5 corporations, of which two will account for about 70%. For the first time in the history of the diamond market, there will be a genuine, not artificially created, supply shortage of rough diamonds. In these conditions there are real prerequisites for reaching an agreement between the main producers of diamonds, Allowing if not completely remove from the market a speculative element, then limit its activities to the production minimum. In this case, the market for a long time and thoroughly return to the state of the "seller's market", which preserves the vitality of its main element - the mining companies. Feverish fluctuations in prices, so sweet to the heart of the speculator, will be replaced by monotonous growth and, in the final analysis, the consumer of jewelry with diamonds will pay for everything - judging by the forecasted demand, he is ready for it.
http://rough-polished.com/ru/analytics/11096.html
- the emergence of large independent producers of diamonds (BHP, Rio Tinto, Argail) and the creation of their own client base, the principles of selection of which are much more liberal than those that De Beers applies to its sightholders;
- the collapse of the USSR and, accordingly, The cardinal reformatting of the entire Soviet diamond industry, the consequence of which was, among other things, the unprecedented rise of speculative operations with rough diamonds, which developed in several directions at once. Firstly, in 1992-1998, Through a network of "joint border enterprises", the vast majority of which actually performed exclusively dealer functions, the market was thrown out perennial Gokhran effluent (according to various estimates from $ 7 to $ 12 billion), and secondly, with the help of political lobbying mechanisms in Yakutia, .n. "National lapidary industry", which operated a quota of 25% of the current production of ALROSA and actually engaged in mainly speculative operations with raw materials, thirdly, ALROSA itself was able to create its own client base, A significant part of which also began to take part in dealer operations. At the same time, in the post-Soviet space - in Armenia, Ukraine, Belarus, the fragments of the former Soviet association "Kristall" also began to deal actively with dealership. It should be recalled that the diamond mining industry of the USSR was tightly integrated into the single-channel system for managing the world diamond market, created by De Beers, and did not conduct independent dealer operations;
- The specific development of the political process in a number of West African countries has led to the establishment of control over radical groups over a number of significant alluvial deposits and, accordingly, the creation of their own dealer networks, sometimes operating with significant volumes of rough diamonds (UNITA's diamond department).
Such consequences of the speculative boom may have been one of the factors contributing to the decision of De Beers to abandon monopolistic regulation of the market. Since 1999, there has been a gradual reduction in buffer effluent, the most serious instrument for price regulation. In 2000, De Beers officially announced the introduction of a new supply policy ( Supplier of Choice ). This new marketing model implies, among other things, careful monitoring of the speculative activity of sightholders through the consent of De Beers to audit their enterprises. About 30 customers of De Beers, especially distinguished during the speculative boom, were sightholder status.
The events of the 90s showed that the games of speculators could reach a scale seriously fraught with a collapse of the market. At the same time, there was a clear difference in the positions of the main market participants in relation to dealer operations. In the eyes of large mining companies, dealership looks evil, albeit inevitable. Their main task is to support and develop extremely capital-intensive mining operations, the rate of capital turnover in which is very low. This is a difficult business and for him the fluctuations in prices for final products - raw diamonds - are extremely sensitive. Ideal here would be a slow, but constantly rising price. A similar position is characteristic of enterprises that are really engaged in cutting. For them, dealership is a forced activity, a way of getting rid of the assortment of raw materials, which at the moment is not profitable for them to process. But the stability of the market, the absence of crises, is also extremely important for them. The position of a professional speculator, especially a large speculator, who possesses capital, which allows one to serve significant sinks, is diametrically opposed. As for the speculator in any market, the amplitude of price fluctuations is important for him-you can play both on the rise and at the bottom, that is, For him it is important to create crisis situations.
Subsequent events confirmed this alignment of forces. Significant price fluctuations in 2005 - 2006 analysts attributed to speculative games of predominantly Indian diamantaires, and record trade interventions by De Beers in the summer and autumn of 2005 - as an attempt to counteract these initiatives. As a means of limiting speculative activity, one can also consider vigorous vertical diversification of large extractive companies that are trying to build chains: mining - processing - sorting - cutting - jewelry production - marketing - retail chains where there is simply no place for dealer operations with rough diamonds.
Still, such measures can be considered a palliative, and profiteers who have incredibly grown over the past 15 years continue to pose a serious threat to market stability. However, due to a number of objective reasons, their prospects are far from brilliant. According to the opinion of competent experts, in the next five years the world diamond output will fall intensively, and the demand will grow vigorously. At current prices, demand by 2012 can reach $ 18 billion, and production will be about $ 9-10 billion. And this extraction will be concentrated in the hands of 5 corporations, of which two will account for about 70%. For the first time in the history of the diamond market, there will be a genuine, not artificially created, supply shortage of rough diamonds. In these conditions there are real prerequisites for reaching an agreement between the main producers of diamonds, Allowing if not completely remove from the market a speculative element, then limit its activities to the production minimum. In this case, the market for a long time and thoroughly return to the state of the "seller's market", which preserves the vitality of its main element - the mining companies. Feverish fluctuations in prices, so sweet to the heart of the speculator, will be replaced by monotonous growth and, in the final analysis, the consumer of jewelry with diamonds will pay for everything - judging by the forecasted demand, he is ready for it.
http://rough-polished.com/ru/analytics/11096.html
Price range that corresponds to your diamond cost of this size and quality
Times are changing. Remember the time when the retail jewelry store was the first and only place where you could buy a diamond? Currently, the traditional retailer in the trade in diamonds competes not only with other jewelry stores. Now it seems that everyone is engaged in diamond business, from hypermarkets to department stores and countless Internet sites. Add to this the problem of reducing profits and increasing the number of buyers who make large purchases online, and the owner of a regular real jewelry store at least shut down. But there are ways to restore the sales of diamonds, and one of them is the interaction with your customers. Let's take an example of a young man who is going to get engaged ...
Our customer John (John) for 25 years, he is a man of the third millennium, if you like. He walks into your store, armed with information he collected from web pages, and tells you what he needs: a ring with a round brilliant diamond cut diamond weighing 1.50 carats, color G, purity VS-2. And he indicates the price range that corresponds to your diamond cost of this size and quality!
What should a retailer do? Before you think, "Well, here you go again!" And lose another sale in favor of the Internet, you must be tuned in such a way as to surely translate this scenario into reality. The faster you can turn it into an advantage for yourself, the faster you will restore these sales volumes.
Your first step? DO NOT show him what he asked! If you immediately show John your diamond weighing 1.50 carats, the colors of G, the purity of VS-2, you tune it to the idea that this is a "commodity". And he, probably, will ask you for the price, make a note and leave the store - forever. If he is firmly concerned about the price, you will never win against the Internet. Besides, do not go straight to the point. Ask John if he does not want to drink anything. Remember that you want to establish a relationship with him. There will be a lot of time to show the diamonds, but you first need to get some key information from this potential buyer.
Your first step is to ask John why he is going to buy a diamond. Even if you are sure that this is an impending betrothal soon, never make an assumption. In addition, if you ask him a question, he will have to say: "I'm going to be engaged." Now you have a reason to congratulate him, ask about his choice and various other details related to the upcoming betrothal. In fact, you helped raise the emotional level of your conversation with John.
Then give him the opportunity to feel satisfaction from the "research" he conducted. Ask where he was already looking for diamonds. You can find out that he only "saw" the diamonds on the Internet. Many potential buyers actually believe that they can look at the diamond certificate and take an informed decision based only on numbers and letters (and probably the schedule) without even looking at the diamond itself! Now it's time to show your experience and give John a small consultation on diamonds and laboratory certificates.
Maybe you want to tell him something like: "John, would you understand that Nina will be" the only one "for you, just by looking at her driving license"? Of course, he will say no! You can use this simple analogy to explain that, although the laboratory certificate gives important information about the diamond, the only way to really feel the beauty and personality of a diamond is to look at the diamond itself! Now say something that will cause John to present "the very moment" when he makes an offer or when Nina brags about her new engagement ring in front of her girlfriends. "How do you want Nina to react when she sees her ring for the first time?" John, perhaps, will answer thoughtfully and emotionally: "I want her to like it very much," or "I want,
If you sell a branded premium diamond, then this is the right time to show it. If you do not have brands, then you need to offer your finest diamonds (for example, better quality). Now it's time to discuss the light characteristics of a diamond, or how a diamond refracts light. (John will pay attention to the term "light characteristics of a diamond", since men are generally associated with the characteristics and indicators of ... cars, in sports, etc. Yes, it is.) The highest light characteristics of a diamond is what allows a diamond Be visible at the other end of the room, even if it is not the largest diamond in the room! John will have no choice but to think about Nina, how she wears her wedding ring, and undoubtedly he will want to find for her the most beautiful diamond he can afford.
Of course, at some point it will be necessary to touch on the issue of color, purity and weight in carats, but John needs to understand that the most important factor related to beauty is the CONSTRUCTION. If you have any devices that will help demonstrate the cut, then this is the right time to use them during the presentation of your diamond. Remember that you want to let John know that YOU are an expert on diamonds (and not him!). But do not go too far into technical details, talking about the corners of the crown, the percentage of the site, the depth of the pavilions and so on. Such conversations distract from the emotional state that has been created so far. In fact, some devices can help to understand all the technical details and will allow you to get a visual visual image that will show John,
Here are a few suggestions that can help turn a buyer on the Internet into their loyal customer:
1. Keep in mind that some websites use the term "ideal" to describe the cutting of some of the diamonds placed on them, even if these diamonds are evaluated by laboratories that do not even use the term "ideal" as an evaluation category. If the customer says that he saw the "perfect cut" online at a much smaller diamond than yours, then ask questions. Ask which laboratory issued the certificate. If this is a different laboratory, and not the American Gem Society Lab (which introduced the term "perfect cut" and has stringent criteria for its application), then clarify this discrepancy. Say that the Gemological Trading Laboratory of the Gemological Institute of America (GIA Gem Trade Lab), for example, Uses the term "Excellent" to denote the highest category in its system. You will be thankful for your knowledge and explanations, and this may prompt an online buyer to make a purchase from you.
http://www.thediamondloupe.com/depth/2015-05-30/how-make-customer-out-internet-shopper
Our customer John (John) for 25 years, he is a man of the third millennium, if you like. He walks into your store, armed with information he collected from web pages, and tells you what he needs: a ring with a round brilliant diamond cut diamond weighing 1.50 carats, color G, purity VS-2. And he indicates the price range that corresponds to your diamond cost of this size and quality!
What should a retailer do? Before you think, "Well, here you go again!" And lose another sale in favor of the Internet, you must be tuned in such a way as to surely translate this scenario into reality. The faster you can turn it into an advantage for yourself, the faster you will restore these sales volumes.
Your first step? DO NOT show him what he asked! If you immediately show John your diamond weighing 1.50 carats, the colors of G, the purity of VS-2, you tune it to the idea that this is a "commodity". And he, probably, will ask you for the price, make a note and leave the store - forever. If he is firmly concerned about the price, you will never win against the Internet. Besides, do not go straight to the point. Ask John if he does not want to drink anything. Remember that you want to establish a relationship with him. There will be a lot of time to show the diamonds, but you first need to get some key information from this potential buyer.
Your first step is to ask John why he is going to buy a diamond. Even if you are sure that this is an impending betrothal soon, never make an assumption. In addition, if you ask him a question, he will have to say: "I'm going to be engaged." Now you have a reason to congratulate him, ask about his choice and various other details related to the upcoming betrothal. In fact, you helped raise the emotional level of your conversation with John.
Then give him the opportunity to feel satisfaction from the "research" he conducted. Ask where he was already looking for diamonds. You can find out that he only "saw" the diamonds on the Internet. Many potential buyers actually believe that they can look at the diamond certificate and take an informed decision based only on numbers and letters (and probably the schedule) without even looking at the diamond itself! Now it's time to show your experience and give John a small consultation on diamonds and laboratory certificates.
Maybe you want to tell him something like: "John, would you understand that Nina will be" the only one "for you, just by looking at her driving license"? Of course, he will say no! You can use this simple analogy to explain that, although the laboratory certificate gives important information about the diamond, the only way to really feel the beauty and personality of a diamond is to look at the diamond itself! Now say something that will cause John to present "the very moment" when he makes an offer or when Nina brags about her new engagement ring in front of her girlfriends. "How do you want Nina to react when she sees her ring for the first time?" John, perhaps, will answer thoughtfully and emotionally: "I want her to like it very much," or "I want,
If you sell a branded premium diamond, then this is the right time to show it. If you do not have brands, then you need to offer your finest diamonds (for example, better quality). Now it's time to discuss the light characteristics of a diamond, or how a diamond refracts light. (John will pay attention to the term "light characteristics of a diamond", since men are generally associated with the characteristics and indicators of ... cars, in sports, etc. Yes, it is.) The highest light characteristics of a diamond is what allows a diamond Be visible at the other end of the room, even if it is not the largest diamond in the room! John will have no choice but to think about Nina, how she wears her wedding ring, and undoubtedly he will want to find for her the most beautiful diamond he can afford.
Of course, at some point it will be necessary to touch on the issue of color, purity and weight in carats, but John needs to understand that the most important factor related to beauty is the CONSTRUCTION. If you have any devices that will help demonstrate the cut, then this is the right time to use them during the presentation of your diamond. Remember that you want to let John know that YOU are an expert on diamonds (and not him!). But do not go too far into technical details, talking about the corners of the crown, the percentage of the site, the depth of the pavilions and so on. Such conversations distract from the emotional state that has been created so far. In fact, some devices can help to understand all the technical details and will allow you to get a visual visual image that will show John,
Here are a few suggestions that can help turn a buyer on the Internet into their loyal customer:
1. Keep in mind that some websites use the term "ideal" to describe the cutting of some of the diamonds placed on them, even if these diamonds are evaluated by laboratories that do not even use the term "ideal" as an evaluation category. If the customer says that he saw the "perfect cut" online at a much smaller diamond than yours, then ask questions. Ask which laboratory issued the certificate. If this is a different laboratory, and not the American Gem Society Lab (which introduced the term "perfect cut" and has stringent criteria for its application), then clarify this discrepancy. Say that the Gemological Trading Laboratory of the Gemological Institute of America (GIA Gem Trade Lab), for example, Uses the term "Excellent" to denote the highest category in its system. You will be thankful for your knowledge and explanations, and this may prompt an online buyer to make a purchase from you.
http://www.thediamondloupe.com/depth/2015-05-30/how-make-customer-out-internet-shopper
Subscribe to:
Comments (Atom)