Journal

Saturday
Feb232013

Sriracha Hot Sauce Catches Fire, Yet 'There's Only One Rooster'

By on February 21, 2013, Bloomberg Businessweek

The first thing you smell at the Huy Fong Foods factory in suburban Los Angeles is the overwhelming aroma of garlic, a key ingredient in the company’s signature product: Sriracha Hot Chili Sauce. The first thing you see, however, doesn’t make nearly as much sense. In the lobby is a blown-up picture of two astronauts—one Russian, the other Asian-American—hovering in zero gravity in the cramped confines of the International Space Station. Why it’s hanging there becomes clear on closer examination: An arrow superimposed on the photo points to a little green plastic cap, the top of a Huy Fong sriracha bottle floating in the background.

David Tran had the picture hung a few years ago. Tran is the 68-year-old founder and owner of Huy Fong, and the creator of the sauce that has brought his family-run business some fortune and fame as one of the fastest-growing food companies in America. Last year, the company sold 20 million bottles.

The NASA picture represents a milestone for Huy Fong. There’s a theory that space somehow dulls the taste buds. So to ensure its astronauts enjoyed a flavorful meal, the agency’s food sciences division began sending Huy Fong’s sriracha into orbit a decade ago. In the poster, the little green cap is hard to find, but it was all it took for one of the company’s fans, who e-mailed Huy Fong to say he had spotted it.

Tran doesn’t advertise and Huy Fong’s Web page was last updated on May 10, 2004 

Photograph by Nathanael Turner for Bloomberg Businessweek

 Tran doesn’t advertise and Huy Fong’s Web page was last updated on May 10, 2004

Such fan mail is not uncommon at Huy Fong—even though the company has never advertised in the U.S. It also has no Facebook (FB) page and no Twitter account, and the home page of its website serves as a kind of memorial to its nonchalant relationship to the wider world: It states plainly that it was last updated on May 10, 2004. Yet despite this aloofness, Huy Fong’s sriracha has earned a passionate following that’s helped make it an icon.

Like ketchup, sriracha is a generic term, its name coming from a port town in Thailand where the sauce supposedly was conceived. When people in America talk about sriracha, what they’re really talking about is Huy Fong’s version. It’s been name-checked on The Simpsons, is featured prominently on the Food Network, and has inspired a cottage industry of knockoffs, small-batch artisanal homages, and merchandise ranging from iPhone cases to air fresheners to lip balm to sriracha-patterned high heels.

Last April, market-research firm IBISWorld identified hot sauce production as the eighth-fastest-growing industry, behind for-profit universities and solar panel manufacturing. IBISWorld noted that in 2012 the industry’s revenue surpassed the $1 billion mark for the first time. It also had grown nearly 10 percent a year over the previous decade, recession be damned. That growth coincides with the burgeoning Asian population in the U.S., which expanded 45 percent in the 2000s, according to the most recent U.S. census. “As that subset grows, it not only demands more sriracha but spreads the word, too,” says IBISWorld analyst Agata Kaczanowska. “It leads restaurant owners to put it out there. And if it’s on the table, people are more likely to try it.”

Much of Huy Fong’s success stems from the simple fact that its sriracha tastes good. Last May, Cook’s Illustrated named it the best-tasting hot sauce on the market, ahead of rivals such as Frank’s Red Hot, Cholula Hot Sauce, and McIlhenny Co.’s Tabasco. Then there’s the clear squeeze bottle adorned with the strutting zodialogical symbol of Tran’s birth year, which has provided Huy Fong sriracha its nickname: rooster sauce.
 
 
Tran grew up in Vietnam. In the 1970s, he had a small business making a similar hot sauce. He was of Chinese descent, and the Vietnamese government had been making life difficult for minorities. So in 1979, he used his modest savings from his business and bought some gold and a ticket on a freighter, the Huy Fong. His destination, freezing cold Boston, offered little in the way of familiar comforts. Within a year, he was making sriracha in Los Angeles.

Tran started Huy Fong in a tiny office in L.A.’s Chinatown, grinding jalapeño peppers by hand. It took him only a few days to come up with his recipe—a blend of jalapeños, vinegar, sugar, salt, and, of course, garlic—and it hasn’t changed much since. He figured he’d sell it to fellow Asian immigrants. “I had no idea Americans would ever even eat spicy food,” says Tran, and he determined from the start to keep the price low. It’s about $4 per 28-ounce bottle. As he likes to say, “I make sauce good enough for the rich man that the poor man can still afford.”

Tran’s father-in-law poured the sauce into glass bottles, a method the Trans had employed in Vietnam using baby bottles left behind by Americans. When it came time to make deliveries, Tran relied on an old blue Chevy van.

Restaurateurs liked his sauce because it never went bad—a bottle could be left on the table. Tran slowly built a following. Eventually he encountered enough demand that he moved his operation in 1987 into a large factory in suburban Rosemead, Calif., which had formerly housed Wham-O, the maker of Frisbees and hula hoops.

A few years after the Trans’ move, Kara Nielsen got her first glimpse of Huy Fong sriracha. She was a pastry chef at Lalime’s, a pricey restaurant in Berkeley, Calif. Rooster sauce wasn’t on the menu, but it was a favorite of the restaurant’s Asian cooks and was usually on the table when the employees sat down together for a meal. Nielsen, now a “trendologist” at CCD Innovation, a culinary consultancy in San Francisco, says that was a classic Stage 1 scenario in the five-stage process of unknown products turning into household names. Although sriracha was already a staple in Asian grocery stores, its emergence in the kitchens of fine-dining restaurants meant it was beginning to cross over.

“That’s where it started for me,” says Nielsen, “in the back of kitchens where Asian workers would put it on their food.”

Over the next decade and a half, Nielsen watched as sriracha moved into new places. The chef David Chang began carrying it on the counter of his Momofuku Noodle Bar in New York. Wal-Mart Stores (WMT) started selling it in Los Angeles and Houston in 2003, eventually distributing it to 3,000 more stores around the country. Chain restaurants such as P.F. Chang’s and Gordon Biersch began introducing sriracha-flavored dishes and dipping sauces. Bon Appétit named sriracha Ingredient of the Year in 2010. And in 2011, the sauce got its first mainstream kitchen bible: The Sriracha Cookbook, by Randy Clemens. “When I would tell someone I was working on a sriracha cookbook, they’d look confused,” says Clemens, whose second sriracha-themed book, aimed at vegetarians, comes out in July. “But the minute I said ‘rooster sauce’ there was instant recognition.”

In early 2011, a few months after Clemens’s book appeared, Matthew Inman, the Seattle-based creator of the popular online comic strip The Oatmeal, had an epiphany while eating a bad meal during an overseas trip. “I realized that sriracha could ‘save’ food, and that it was this unsung Mother Teresa of condiments,” he says. So Inman drew a comic of a smiling man hugging an overturned bottle of sriracha meant to look like Huy Fong’s. “Sriracha, you are a delicious blessing flavored with the incandescent glow of a thousand dying suns,” reads the caption. “I love you.”

Fans asked Inman to turn the picture into a poster, then a T-shirt. Last summer he added a wide assortment of sriracha novelties to his online store—popcorn, lip balm, air fresheners, and underpants. With more than 350,000 Twitter followers, Inman provides plenty of free advertising for the company.

That popularity hasn’t been lost on Huy Fong’s competitors. For the past 160 years, McIlhenny Co., the rural Louisiana-based manufacturer of Tabasco, has been the standard-bearer of American hot sauce. Paul McIlhenny, the company’s sixth-generation chief executive officer, says he remembers when sriracha was purely a “West Coast thing.” Now he can pick up a bottle of rooster sauce at the local Walmart. While he won’t go into much detail, he confirms that McIlhenny is working on its own version of sriracha to compete with Huy Fong. “We’re just playing with it at the moment,” he says. “But we’re definitely looking at the Asian category.”

A few months ago, in a sign that sriracha has achieved broad acceptance (Nielsen’s Stage 5), Subway restaurants in Southern California began experimenting with a new sriracha-flavored sauce. Weeks later, Lay’s (PEP) announced a sriracha-flavored potato chip. Dave DeWitt, author of The Hot Sauce Bible, says he’s never seen anything like the rise of sriracha. Eighteen years ago when he started the Scovie Awards, billed as the world’s largest spicy foods competition, the event featured seven categories. Last year’s featured 62. “The number of players in the spicy foods game is endless,” says DeWitt. “There are even other srirachas. But there’s only one rooster.”
 
 
That rooster sits on every table in the bustling Vietnamese restaurant in Rosemead where Tran and Donna Lam, Huy Fong’s operations manager, meet me for lunch. As Tran makes a beeline for our table in the back, Lam assures me that no one in the crowded room knows that the man behind the sauce they’re all using walks among them. “Oh, no,” says Lam. “He’s too humble to tell anyone who he is.”

Seated, Tran and Lam order pho, the traditional Vietnamese soup. Then they squeeze a small amount of sriracha onto a plate beside their bowls. When I squirt a much larger amount of Huy Fong’s sauce directly into my soup, Tran’s eyes open wide. “I’ve never seen it that way,” he says.

After lunch, he heads to the Asian supermarket next door. Many stores in this suburb of L.A. use discounted Huy Fong as a loss leader to attract customers. (One advertises an industrial-size bottle offered for less than a dollar, about a 75 percent markdown.) As Tran takes in the store’s selection, he notes how his sauces vary in color. Some are orange, others red. It’s a quirk owing to the jalapeño hybrids he uses. The chilis are picked at different times during the season as they ripen and change color.

McIlhenny, the Tabasco maker, buys peppers mostly from farms in Latin America. As a way of insulating Huy Fong from fluctuations in the price of peppers and ensuring the freshest product possible, Tran’s only supplier for the past 20 years has been Underwood Family Farms, an hour north of L.A. The relationship allows him to grind the chilis on the same day they’re picked, but Underwood’s limited acreage also restricts how much he can sell. “Since 1980 we’ve always had more buyers than product,” he says. “We can’t promise something we don’t have.” It’s one reason, he says, that he doesn’t advertise.

While some companies compete with Huy Fong by mimicking its signature package—many picture animals such as sharks and geese and have colorful caps of their own—others don’t bother pretending to be legitimate. In 2005, Huy Fong customers on the East Coast began complaining that their sriracha tasted funny. After hiring private investigators, Tran discovered that the owner of a local electronics retailer had been selling Chinese-made counterfeit sriracha in bottles that were identical to Huy Fong’s. Eventually, Tran hired Rod Berman, an intellectual-property lawyer who had previously represented Citizen Watch Co., the Puerto Rican boy band Menudo, and the owners of the rights to the Smurfs cartoon franchise. Berman says he now writes four to five infringement complaints for Huy Fong a year. “I’ve done lots of counterfeiting work in my time,” he says. “But this is the first time I’ve represented someone who makes such an inexpensive product. And the first time I’ve ever represented someone who makes something edible.”

The newest symbol of Huy Fong’s success is a 655,000-square-foot headquarters and factory in nearby Irwindale, one of the largest structures built in Los Angeles County in the past few years. While Tran and Huy Fong won’t speculate about how much more sriracha they’ll be able to produce there, they say it’ll be a lot more. “I always say I don’t want to get too big,” says Tran, after a walk around the new production floor. “But this is OK.” Huy Fong will move into its new building this spring. Visitors will still get to see that picture of two sriracha-loving astronauts floating in space.

Saturday
Feb232013

Branding Lessons from the Oscars

BY | February 22, 2013 | Entrepreneur Media Inc.

With the 85th Academy Awards around the corner, entrepreneurs can pick up a host of personal and business branding lessons by paying attention to who has been nominated -- and who hasn’t.

Consider the following takeaways from this year's nominations.

Branding Lessons from the Oscars

1. You’re never too old or young to be a hot brand. For the first time in Oscars history, the nominees for the Best Actress category span a range of ages. Best Actress nominee Emmanuelle Riva (Amour) is, at 85, the oldest Best Actress Oscar nominee ever. On the other end of the age spectrum, 9-year-old Quvenzhane Wallis (Beasts of the Southern Wild) is the youngest person to be nominated in the category. Further, Beasts of the Southern Wild was Wallis’s movie debut. She is only the 17th actor to be nominated for her first-ever performance. 

Takeaway: A brand-new product can garner just as much brand equity as an established player. Give the newest members of your team, be they people or products, situations in which they can shine. Likewise, don’t write off the oldest products, services (or people) in your business as has-beens. Instead find ways to draw on their strengths and put them in new contexts that take advantage of their brand longevity. 

Branding Lessons from the Oscars

2. Relevance can span decades. By securing the Best Supporting Actor nomination at 78 years old, Alan Arkin (Argo) now holds the men’s record for the longest elapsed time between his first and last Oscar nomination. Arkin was first nominated 46 years ago for The Russians Are Coming, The Russians Are Coming.

Takeaway: Your business or product may have rode along steadily for years on its early successes, but you still reinvigorate its brand and bring forth a whole new audience and fan base -- today. A solid brand that changes with the times can be as popular now as it was in the beginning. 

Branding Lessons from the Oscars

3. Small brands can shine bright even next to big ones. When I first saw Silver Linings Playbook, I turned to my husband and said, “See that women who plays Robert DeNiro’s wife? She’s going to be nominated for an Academy Award for that performance.” 

He rolled his eyes and bet me 20 bucks I was wrong. Needless to say I’m $20 richer, and that woman, Jacki Weaver, has been nominated for Best Supporting Actress. Weaver, a well-known actress in her native Australia, wasn't a household name in the U.S., and DeNiro is such a strong brand and presence that it’s hard to notice anyone else when he’s on screen. But through the careful crafting of her own performance, Weaver held her own and stood out as a force.

Takeaway: You may not be the most well-known speaker on the panel, or your product might be displayed side-by-side with the big player at the trade show. But your opportunity to shine lies in your ability to show off what you uniquely do better than anyone else.

Branding Lessons from the Oscars

4. One moment can make a brand. Anne Hathaway played a reluctant fashionista in The Devil Wears Prada and a sweet young thing in The Princess Diaries, but her turn as tragically heartbroken Fantine in Les Miserables has garnered her an Academy Award nomination as a Best Supporting Actress. The hitch is that Hathaway isn’t on screen for much of the movie. But when she is, she shines powerfully in her rendition of the showstopping song I Dreamed a Dream. Those few minutes, a short moment in the overall film, instantly set Hathaway up as an acting force to be reckoned with, forever changing her brand. 

Takeaway: No encounter, presentation, meeting or moment is to be wasted, and every one offers you the opportunity to establish the power of your brand. Be willing to seize it, and shine.

Tuesday
Feb122013

Emotional engagement is key to driving brand loyalty

February 11, 2013
QSRweb.com

Emotional engagement is the dominant driver of purchase decisions and brand loyalty now that promotions and discounting have reached saturation levels, according to the 17th annual Brand Keys Customer Loyalty Engagement Index (CLEI).

The Index was conducted by New York-based Brand Keys and tracked brands in a variety of categories including beverages, quick-service, pizza, banks, beer, car insurance, cosmetics and more.

Along with discounting, empowerment through social networking has inflated consumer expectations, resulting in the need for brands to emotionally engage with their guests as a point of differentiation.

For example, for all 26 brands tracked in the beverages category, emotional engagement values related to "brand" and "community" showed the strongest influence on consumer decision-making and engagement. Brands in this category that had the highest levels of emotional brand engagement and, therefore, customer loyalty are Dunkin' Donuts (coffee, 90 percent), Dunkin' Donuts (packaged coffee, 95 percent), Coke (89 percent) and Diet Coke (90 percent).

Percentages indicate emotional engagement strength achieved versus a category-specific ideal, calculated to be 100 percent.

"Kudos to the companies that have sustained their brands, and continue to create meaningful differentiation and engagement," said Robert Passikoff, president, Brand Keys. "Consumers in those categories have, as they've done for nearly 20 years via our emotional and predictive metrics, indicated that their expectations regarding 'brand' have again increased. Brands able to better meet consumer expectations act as surrogates for added-value, engendering more loyalty than those based on the primacy of product and a coupon."

Passikoff adds that marketers are trying to understand the best approaches to emotional engagement, but often use "flavor-of-the-moment" strategies like measuring brain activity. These methods, he adds, are assumptive and don't identify what products and services need to do to remain successful.

"If marketers don't have a real handle on the emotional side of the purchase and engagement process, they end up with a 'placeholder,' one whose name people know but don't know for anything in particular and have absolutely no (brand) advantage in the marketplace. If that's where you are, you might as well spend your entire marketing budget on coupons, deals, and promotions," he said.

Emotional loyalty and engagement rankings for each category include:

Coffee

  1. Dunkin' Donuts
  2. Starbucks
  3. McDonald's
  4. Tim Hortons

Packaged Coffees

  1. Dunkin' Donuts
  2. Starbucks
  3. Allegro/Green Mountain (tie)
  4. Chock Full 'O Nuts/Eight O'clock/Folgers (tie)
  5. Nescafe/Yuban/Peets (tie)

Soft Drink (Diet)

  1. Diet Coke
  2. Diet Mountain Dew
  3. Diet Pepsi
  4. Diet Dr. Pepper
  5. Diet 7-Up

Soft Drink (Regular)

  1. Coke
  2. Mountain Dew
  3. 7-Up
  4. Pepsi/Sprite (tie)

Pizza

  1. Domino's
  2. Pizza Hut
  3. Papa John's
  4. Little Caesars
  5. Noble Roman's

Quick-service Restaurants

  1. Subway
  2. Burger King
  3. McDonald's
  4. KFC
  5. Wendy's/Taco Bell (tie)
Wednesday
Jan232013

Buying Behaviors of Emerging Middle Classes

Based on the research of Alon Eizenberg and Alberto Salvo

Kellogg Insight

How new consumers in developing nations choose their brands

 

A key feature of the modern world is the “emerging middle class”—the demographic group resulting from the rise into relative economic comfort of once-poor populations in developing nations. The phenomenon—particularly notable in Brazil, China, India, and Indonesia—has obvious interest for sellers of consumer products, such as foods, drinks, medicines, and household appliances. But few researchers have sought to understand the buying decisions made by “new consumers” with their first experience of disposable income.

Now, though, Alberto Salvo, an assistant professor of management and strategy at the Kellogg School of Management, and Alon Eizenberg, an assistant professor at Jerusalem’s Hebrew University, have begun to remedy that situation. Their vehicle: a study of soda choices by Brazilians new to the middle class. The result: a model, estimated from data, that reveals persistence in buying behavior—persistence that should cause concern among vendors of premium brands. If price-sensitive new consumers start out by purchasing cheaper, local brands—a.k.a. generics—they will continue to favor them rather than choosing premium brands, such as Coca-Cola, favored by the traditional middle class.

Social Economic Transformation
To reach that conclusion, the two researchers needed to advance general understanding of the emerging middle class. “Alon and I are studying markets where there’s been a huge social economic transformation over a very short period of time owing to an income shock,” Salvo explains. “We’re looking at how the demand for a particular type of product changes as you change the socioeconomic composition of the population and how producers respond.”

In doing so, Salvo and Eizenberg developed empirical tools to incorporate social mobility and the persistence of consumption habits into their study of the competitive interplay between high-priced, heavily advertised established brands and “value brands” that compete on price. “Many markets have premium brands that are experiencing very tough competition from the generic fringe,” Salvo says. “This is a new phenomenon and it’s hard to get reliable data on such markets. We got it.”

“We’re looking at how the demand for a particular type of product changes as you change the socioeconomic composition of the population.”

Brazil represented an appropriate location for the study as a result of its experience of economic transformation. “It came in the mid-1990s, after high chronic inflation came down to single-digit levels,” Salvo notes. “After this sharp shock you saw tens of millions of new consumers entering markets for soda and other packaged foods, cement and housing, TVs and refrigerators.” Soda proved an effective product for studying consumption because of high demand.

“The Brazilian market trails only the United States and Mexico by volume,” Salvo and Eizenberg write. “Following a successful economic stabilization plan in 1994, aggregate consumption of soda doubled by 1997, and continued to grow at an annual rate of about 10% through 1999. As is well documented, this growth was fueled by pronounced upward mobility among lower income households, who were no longer forced to pay an inflation tax.”

Mixing and Matching Data
To study the consumption trends, Salvo and Eizenberg examined consumers’ soda buying between December 1996 and March 2003. That process involved pioneering work in mixing and matching data from three organizations. Nielsen supplied regional data on the sales and prices of soft-drink brands. IBOPE, a private-sector demographic data company, provided information on the socioeconomic composition of urban Brazilian households. And details on purchases of various types of soda by different socioeconomic groups came from IBGE, a Brazilian government organization roughly equivalent to a combination of the United States Census Bureau and the Bureau of Labor Statistics.

To interpret the buying habits, the two researchers created an innovative classification of socioeconomic groups. Rather than using the traditional A through E groupings that categorize the richest to the poorest, they defined three classes: poor, established affluent, and newly affluent. “We assume that the As, Bs, Cs that we see in the data right before the income shock are existing established affluent households; Ds and Es we label as poor,” Salvo says. “But there is a mass of households moving from DE to ABC, which we define as newly affluent.”

When poor individuals, who have no disposable income, move up to the newly affluent category, their buying behavior may differ from that of the established affluent in two ways. “They’re perhaps more price-sensitive,” Salvo says. “And since they are new consumers, they haven’t yet formed habits—especially the habit to shop for premium brands.”

A “Persistence Mechanism”
To model that behavior, Salvo and Eizenberg matched the socioeconomic data with information on relative sales of the high-priced, heavily advertised premium brands such as Coca-Cola and the low-priced generics typically produced by small regional companies that routinely appeal to less affluent consumers. The model reveals what Salvo and Eizenberg call a “persistence mechanism” among newly affluent buyers. “It’s not brand loyalty we’re after,” Salvo explains. “It’s about staying with the type of brand you’ve been consuming in recent months. And when the newly affluent buy generic rather than premium brands, they might develop the habit of buying frugally.”

If that habit does develop, it can cause premium brands to lose significant market share to the generics. In Brazil, the share of generic soda brands, numbering in the hundreds, increased from 20 percent to 40 percent during the first three years of the study. Executives at the Coca-Cola Company, the leading seller of premium brands, responded by making the painful decision to reduce their prices by 20 percent.

That decision made sense according to the new model. “This [persistence] mechanism captures a world in which premium brands have to act quickly in the wake of an emerging middle class,” Salvo and Eizenberg write in their paper. “If they wait too long, a substantial mass of the ‘new middle class’ might be captivated by the generic habit. It may then prove to be much more difficult to convince these consumers to pay much higher prices for a highly advertised premium brand.”

National and Global Implications
Ironically, a decision to reduce prices can benefit more affluent groups in the population and the national economy as a whole. “To the extent that firms cannot discriminate between existing and new consumers, by cutting prices Coca-Cola wrote a check to their established consumers,” Salvo points out. “The innovation had impact on prices paid by the rich and hence moderated inflation.”

The study also has broad global implications. “While our application focuses on the very concrete example of the Brazilian soft drink market, we view the issues that are tackled in this work as likely characterizing many consumer goods markets in the developing world,” Salvo and Eizenberg assert in their paper. “Consumers in emerging markets are viewed as an engine of growth for multinational firms and for the global economy as a whole. Understanding the features of demand and the microeconomics of competition in such markets—in particular the tough match premium brands face from local ʻvalue players’—should be of great interest for policymakers and firms alike.”

Monday
Jan142013

Latest Market Transaction Demonstrates the Value of a Brand

Swatch Group buys Harry Winston brand for $750-million

 

A saleswoman displays brands belonging to the Swiss Swatch Group in this file photo. (SIGGI BUCHER /REUTERS)

A saleswoman displays brands belonging to the Swiss Swatch Group in this file photo.
(SIGGI BUCHER /REUTERS)

Silke Koltrowitz

ZURICH — Reuters

Published Monday, Jan. 14 2013, 5:50 AM EST

Last updated Monday, Jan. 14 2013, 6:24 AM EST

Jeweller Harry Winston is selling its high-end watches-to-necklaces division to Swatch , in a $750-million cash deal that expands the Swiss watch maker’s luxury offering and lets the Canadian group concentrate on its diamond mines.

Monday’s deal reverses a 2004 acquisition which turned the mining group that discovered Canada’s Diavik deposit – now controlled by Rio Tinto – into a miner and jeweller.

The original mining arm is renamed Dominion Diamond Corp. after the sale of Harry Winston, which started as a small jeweller in New York in 1924 and rapidly became a favourite with movie stars.

For Swatch, the deal is evidence of the benefits of strong Asian demand for watches, handbags and other high-end items that has given companies the firepower to expand their portfolio.

Harry Winston – which Marilyn Monroe mentioned in her song “Diamonds are a girl’s best friend” – has the potential to generate more than 1 billion Swiss francs ($1.10-billion U.S.) in sales and 250 million net profit in about 4-5 years, Swatch’s chief executive officer Nick Hayek said.

A 20-25 per cent net profit margin was in line with group profitability, Mr. Hayek told Reuters in an interview. “If watches continue to grow as dynamically as in 2012, 9 billion franc sales are within reach in 2013. Now in view of this acquisition, it can of course be even more,” he said.

Swatch Group is already the world’s biggest watch maker by sales, with 8.1 billion francs sales in 2012 thanks to brands such as Omega. Buying Harry Winston allows it to enter high-end jewellery, a market dominated by Richemont with its flagship brand Cartier.

The mining arm and the jeweller will continue to work together through a diamond sourcing deal under Monday’s purchase, which includes Swatch taking on $250-million of debt. The two companies will also consider opportunities for a joint diamond polishing venture.

“From a strategic perspective it is positive – Swatch Group has long said it wanted to expand in jewellery,” Kepler Capital Markets analyst Jon Cox said. “At first glance it does not look cheap, but that is probably more a reflection of the profitability of Harry Winston at this stage, which is in ramp-up stage in terms of expansion.”

Reuters reported in October last year that Harry Winston was considering splitting off and selling its watch and jewellery business. At the time, analysts put the value at around $770-million, but said they expected a premium, comparing the deal with the acquisition of jeweller Bulgari by the world’s biggest luxury goods group LVMH for $5.2-billion in 2011.

“We estimate an enterprise value to EBITDA (earnings before interest, tax, depreciation and amortization) of 23x, which looks expensive but already LVMH paid 21x for Bulgari,” Vontobel analyst Rene Weber said.

“For Swatch Group we consider this as a positive move as it fills the gap in the high-end jewellery watch brand after the disaster with Tiffany. And it is also a positive move as Swatch Group can use its cash of 2 billion francs,” he said.

Swatch Group ended a partnership with jeweller Tiffany in 2011.

Shares in Swatch Group were up 4 per cent at 0957 GMT, outperforming a 1.5 per cent rise in the sector index.

“The Harry Winston brand now has a new home that can provide the skills and support that it deserves to realize its true potential,” said Robert A. Gannicott, chairman of the board and chief executive of Harry Winston Diamond Corp.

For the mining arm, this will focusing on becoming one of a handful of pure-play diamond companies at a time when the gems are increasingly scarce and prices are expected to rise.

Harry Winston bought BHP Billiton’s EKATI diamond mine in November for $500-million, betting on rising prices. Its partner in Diavik, mining giant Rio, is also reviewing its involvement in diamonds and could sell operations which include Diavik and the Argyle mine in Australia, famous for its pink diamonds.

Harry Winston was made famous by Marilyn Monroe’s reference in the film Gentlemen Prefer Blondes. Every year the firm lends out hundreds of millions of dollars’ worth of jewels to be worn by movie stars at events like the Oscars.

Mergers and acquisitions in the watchmaking industry have also been boosted by Swatch Group’s decision to cut back on watch component and movement deliveries, forcing peers to improve their access to watchmaking know-how.

Swatch Group itself has bought more than a dozen component makers over the last 10 years, its most recent buys being watch case maker Simon & Membrez and a 60 per cent stake in case polisher Termiboites last year.

The last watchmakers it took over were high-end brands Glashuette Original and Jaquet Droz in 2000.

Rothschild advised Harry Winston on the transaction.

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