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."




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