What do you think of the gap between the dates of the two main watch fairs in 2009?

It will not intrinsically modify our watch industry, although I think it will create a shift in market dynamics and that the two separate dates will alter the yearly schedule for some brands. For Zenith, which operates on the basis of three annual periods, this change will have no repercussions at all.

What stages as Zenith reached in its ten-year plan initiated upon your arrival in 2001?

It was in a fact a double five-year rolling based on extremely heavy investments, somewhat like in the automobile industry. However, by 2006 it turned out that we had already reached the goal for 2010, so it had to be re-evaluated. Several factors are behind this success, which does not stem uniquely from the current dynamic trend in luxury watchmaking. We were able to take risks at the right time and in the right places, such as in Russia, Japan, the United States and China. Moreover, I think Zenith has enormous potential in terms of technical expertise and the quality of its research and development engineers, which enables the brand to enjoy a well above-average growth rate. The strength of the design in turn enhances the entire brand identity, which can this be expressed through our international network covering 44 countries. Finally, belonging to the world’s premier luxury group offers several key advantages: LVMH has not only given us the means to invest, but its various brands which are leaders in various luxury and fashion fields are a real source of inspiration for us in developing our business and in terms of creativity. I have learnt a great deal from the sister companies within the group. This strike force is reflected in the Zenith collections, which appeal to a broad audience worldwide. Zenith is now very much a global brand, with its own universe. We had to be patient, but we are now reaping the fruits of all the investments that have been made: Zenith has rocketed from 188th to 5th rank among the world’s luxury brands (in terms of turnover).

Which important turn in the road can Zenith simply not afford to miss?

When you reach this level you can’t afford to miss any turn; it’s when you’re at the top that everything becomes more difficult and that you have to fight to stay there. We are currently seeing the makings of a watchmaking revolution in which we have to play a role. Whether it’s fundamental chemistry, silicon or other state-of-the-art materials, the high-tech train is steaming ahead and we have to be on board. You also see this in the increasingly sophisticated dynamic constructions or the nanotechnologies: watchmaking was well acquainted with the micron and suddenly it’s approaching tolerances of 10-9! Moreover, customers are nurturing increasingly high ambitions and have come to expect a successful blend of technology and aesthetics. Technical power must go hand in hand with the energy of design and emotion. The ability to master this alliance is then applied globally in order to obtain a hugely successful luxury brand, while following appropriate development strategies that help us avoid missing out on the opening of a new market, such as India for example. This degree of excellence calls for a huge amount of work.

What did the prize you received at this year’s Geneva Watchmaking Grand Prix mean to you?

I sincerely believe that the Public Prize in the Geneva Grand Prix, as well as the other rewards Zenith has garnered around the world, mean a great deal. First of all, they are an important token of recognition for the teams behind the products, and the public is also sensitive to such marks of esteem. We all need love and recognition in order to continue creating.