What do you think about holding Baselworld and the SIHH at separate dates in 2009?

I imagine my opinion is shared by the entire profession, apart from a few major players at Baselworld, and it is anything but positive. Even though attendance will probably remain stable, visitors will be severely penalised by this double obligation to travel. Especially for the Chinese, whose New Year dates are very close to those of the SIHH. As far as Concord is concerned, we will undoubtedly take advantage of the Geneva show to meet our agents a first time in the year and to take orders before Baselworld.

How is Concord doing after its announced renewal last year?

We have been working like mad for almost two years now on completely revamping the brand and we delivered our first models in December, just two or three months behind forecasted dates. That’s perfectly acceptable in light of the overall situation prevailing in the watch industry and suppliers’ difficulties in ensuring supplies. Over the extremely short period that has elapsed since then, the first sell-out figures are proving very satisfactory. But while look promising, there are still many points of sale awaiting delivery and it’s too early to get over-excited.

The network appeared to indicate last year that prices were too high; are you doing something about that?

That was basically an understandable initial reaction from people accustomed to the brand as it used to be positioned, at around CHF 3000, and who suddenly discovered Concord in a new light at an average price of CHF 14,000. The first sales swept away any apprehensions in this respect: the models found takers almost as soon as they were placed in the store windows. We have made such sweeping changes in the brand and in the distribution network that the price is no longer challenged. Concord is a new brand that benefits from the reputation of an established brand.

What are the next steps in terms of markets?

We have just delivered the C1 to a hundred or so retailers around the world, and we expect to double this figure by the end of the year, particularly in Japan and Europe, where Concord is virtually inexistent at the moment. Our long-term objective is a maximum of 400 retailers worldwide, with a very classic spread of one quarter in each major sales zone (North and South America, Asia, Europe and the Middle East).

How many new lines and what kind of production volume are you aiming for?

Our five- year vision consists in developing three liens. The public will discover more breathtaking C1 models (including a vertical tourbillon, two biretrograde and six limited edition GMT versions), but we are already working on the C2, which will feature a highly distinctive case design. The appearance of the watch will be extremely important and we are focusing firmly on the architectural approach to this model. We want to ensure that customers instantly recognise a Concord watch and think of the brand as the one that reinvented case construction. While the quality of the movement is as important as ever, it will be produced by acknowledged specialists in an entirely transparent manner. By the end of 2009, you will see just how high we have raised the bar. I can’t really comment on production volume, because the group has asked us not to set objectives. Concord is a profitable brand and we enjoy the luxury of launching models when we feel we are ready, without any financial pressure.

From which synergies do you benefit within the group?

There are plenty, because the group enables us to share certain infrastructures, and not just the back office. For example, our managers work in the group subsidiaries in Hong Kong, New York, Singapore and Dubai, and we also benefit from the group’s watchmaking platform, in that Ebel will enable us to develop a Concord calibre based on its Calibre 137. So these synergies have a significant impact on our development.