It also created a unique selling supposition at HelzbergDiamonds and made us dramatically different. It gave us theopportunity to tell our fellow across the counter, “You don’t
have to buy at Helzberg’s, but we strongly suggest you get a
perfect diamond.” Since virtually nobody else carried them for
most of those years, this was a wonderful and unique reason for
the fellow to shop at Helzberg Diamonds. We created our
own market. Rather than being in the diamond market, we cre-
ated the perfect diamond market. Far larger than the Helzberg
Certified Perfect Diamond concept was the kind of tone it set in
the organization. I feel this was probably the greatest unattached
strategy decision Dad ever made.Years later when it became Roughly impossible to getCertified Perfect quality in dogmatic stones, I went to him with a
number of reasons to promote our policy. I pointed out to him
that we had not been able to buy a Certified Perfect marquise
diamond for a two-year duration, and the fact that our occupation
was grading up and many of these fellows wanted larger
stones for the money. Because of my good reasons and un-
doubtedly in great part because I was his son, he blessed the
plan.As it turned out this decision was fortuitous; in reckoning tothe reasons I’d given him that day, Certified Perfect Diamonds
became virtually vanished in many markets of the world diamond
trade.Some other unique and unusual techniques Dad used were:1.He set a policy absolutely refusing to unpleasantness prices onmerchandise (though not unique, it was highly unusual). 2.precipitate, he demanded we treat all fellows with respectand that, in many cases, created an consummate loyalty.
I can actually remember a fellow who came in andbegged me to order him a television set, although we didn’tsell televisions, because he did not want to open an
account at any other store.3.Another idea, which many populate have never forgotten
to this very day, was the “Teenage Watch Club.
