Celebrating nearly 130 years in luxury jewellery and watch retail

To mark our 20^th year as retail design consultants, we are conducting a series of in-depth conversations with a cross-section of the clients, specialist suppliers, and contractors who have shaped our practice.

Here, we talk to Libby Johnson, Director of Johnsons Jewellers, who will be celebrating their 130^th anniversary next year.

LOOKING BACK

Q  Innovare Design is celebrating 20 years in practice, but Johnsons Jewellers has been trading for more than 125 years! As a fourth-generation Director, can you give us a bit of background on you and the evolution of the business.  

My involvement in the business began when I was around 16 years old, initially working as a Saturday assistant and helping out during school holidays. The business was very different then. Alongside fine jewellery and watches, we sold a wide range of traditional giftware, including figurines, picture frames, and grandfather clocks. It was a classic family jeweller, and at that stage I wasn't entirely convinced it was the career I wanted to pursue.

After leaving school, I spent a couple of years at university before deciding to travel around Australia. What was meant to be a year trip turned into several years living and working there. During that time, I gained a broader perspective and eventually realised that returning to the UK and becoming involved in the family business was the right decision for me.

When I came back, the business was in the midst of an exciting period of change. We had opened a neighbouring store called Tikk, which focused on designer watches and fashion jewellery, appealing to a younger and more contemporary customer. Gradually, the traditional giftware disappeared, and the business evolved into a modern jewellery retailer with a much stronger emphasis on branded watches, jewellery, and customer experience.

As I became more involved, I spent many years accompanying my dad to trade shows, supplier meetings, and buying appointments. Those experiences gave me a valuable insight into the industry, helping me understand not only how to select products but also how to build relationships with suppliers, identify emerging trends, and develop a commercial approach to buying.

We are incredibly lucky to have been brand representatives of many of the leading Swiss watch brands for many years now. 

Q  How has your role — and the expectations placed on you — changed over time?

Dad has now semi-retired and, although he still enjoys coming into the store from time to time, he has largely left the day-to-day running of the business to me. Over the past ten years, the business has grown significantly, and we now have a much larger team, with individuals specialising in different areas of the business.

As the business has evolved, it has become impossible for one person to know every detail or manage every aspect alone. Building a strong team with the right expertise has therefore become essential. I believe it is important not only to recruit talented people but also to trust them, empower them, and give them the responsibility to excel in their own areas.

The website is a good example of this. E-commerce, digital marketing, SEO, and online merchandising all require specialist knowledge and are constantly evolving. Rather than trying to oversee every detail myself, I rely on team members with the appropriate skills and experience to manage these areas. This allows them to focus on what they do best, while I concentrate on the broader strategic direction of the business, supporting the team and ensuring that all parts of the business work together effectively.

It's about surrounding yourself with capable people, trusting their expertise, and creating an environment where everyone can contribute to the success of the business.

Q  If you had to describe the defining challenge in luxury jewellery retail today — the one that you face every day — what would it be?

Today's customers have more choice and access to information than ever before. While the internet has made it easier for people to research products before they visit a store, the information available is not always accurate or presented in the right context. As a result, building strong client relationships has become even more important.

One of the biggest challenges is establishing trust and creating a personalised, memorable experience that goes beyond simply making a sale. Luxury jewellery is a significant purchase, often marking an important life event, so customers need confidence not only in the product itself but also in the advice and expertise they receive.

The internet can also create unrealistic expectations, particularly when it comes to diamonds. Customers will often compare rings across different websites based solely on price or basic specifications, without realising that two diamonds with the same listed characteristics can vary significantly in quality, beauty, and value. It is very rarely a true like-for-like comparison. A key part of our role is educating clients, explaining these nuances, and helping them understand what they are actually purchasing. By combining expert knowledge with honest, transparent advice, we are able to build trust and ensure customers feel confident in their decision.

Q  We have just completed a major refurbishment and development of your boutique in the Midlands. Compared to previous store design briefs, what did you ask for that you wouldn't have known to ask for last time you refreshed the store?

On this occasion, we were working with many of the world's leading watch brands, each of which had its own specific requirements and expectations regarding the design and allocation of its space. Every brand was looking for a distinctive presence that reflected its identity while fitting cohesively within the overall store

Innovare's extensive experience of working with these brands on previous projects proved invaluable throughout the process. Their understanding of each brand's standards, approval processes, and ways of working enabled potential issues to be anticipated and resolved before they became problems. Equally important was their established network of contacts within each organisation, ensuring that communication was efficient and decisions could be made quickly by involving the right people at the right time.

This combination of technical expertise, industry knowledge, and strong relationships helped coordinate the various stakeholders effectively, allowing the project to progress smoothly despite the complexity of managing multiple prestigious brands with differing expectations.

Q  What makes a design partner like us genuinely useful in the early stages of a store design brief — before the answers are clear?

Having not undertaken a significant refit for several years, it was initially quite overwhelming to know where to begin. It was incredibly valuable to explore a wide range of ideas, identifying what we liked and what we didn’t, while having Innovare guide us through the process. They introduced us to design possibilities we would never have considered ourselves, which really helped us to see the space in a completely new way.

And as this was such a significant project, certain design elements inevitably had to be adapted in response to the constraints of the building itself along the way. Maintaining an ongoing dialogue with Innovare was therefore essential, particularly when decisions needed to be made quickly to keep the project moving forward.

Q  How will you measure the success of your new retail environment? Has it changed as data and footfall analytics have become more sophisticated?

Since the completion of the refurbishment, we have been incredibly busy. The store has received overwhelming approval by everyone who has walked through the door. Longer term, success will be measured through a mix of sales, customer feedback and how people use the space. Ultimately, we want the new environment to create a better experience for our customers while also having a positive impact on the business.

Q  The relationship between physical retail and digital experience has been debated for two decades. Where do you think it has actually landed for luxury jewellers like Johnsons?

We've invested a great deal of time and effort into developing our website over the last few years, and we're now really beginning to see the benefits. Online sales have grown steadily, and the website has become an important part of the business, allowing us to reach customers well beyond our local area.

That said, I think we're fortunate to work in an industry where many customers still value the in-store experience. Buying an engagement ring, a piece of fine jewellery or a luxury watch is a significant purchase, and most people still want to see the product in person, try it on, and speak to someone with genuine expertise before making a decision. Those personal interactions are difficult to replicate online and remain one of our greatest strengths.

The biggest challenge comes when consumers are focused solely on finding the lowest price. While the internet has made price comparison easier than ever, luxury jewellery isn't a commodity, and it's rarely possible to compare one item directly with another. Whether it's the quality of a diamond, the craftsmanship of a piece, the aftercare we provide, or the expertise and reassurance that come with buying from an established independent jeweller, there are many factors that aren't reflected in a price alone.

We can't always compete on price with every online retailer, nor do we try to. Instead, we focus on offering value through exceptional service, trusted advice, carefully selected products, and long-term relationships with our customers. In the end, we believe that confidence in what you're buying — and who you're buying it from — is worth far more than simply finding the cheapest price.

LOOKING AHEAD

Q  When you imagine a truly exceptional luxury jewellery & watch retail experience in 2035 — one that people genuinely remember — what does it do that current best practice doesn't?

I'm not sure I can look as far ahead as 2035 just yet—it still feels a long way off, and we're still settling into our new store and making the most of everything it has to offer.

The retail landscape has changed significantly since 2020. The pandemic accelerated the new way customers shop, and we've certainly seen that reflected in the growth of our online business. At the same time, we've found that customers still value the experience of visiting a physical store, particularly when they're making an important purchase or looking for expert advice. Rather than seeing online and in-store as separate channels, we see them as complementary parts of the same customer journey.

Our immediate focus is on celebrating our 130^th anniversary next year, which is an exciting milestone for the business. Beyond that, we plan to continue building on what has worked well for us. Our current model is delivering strong results, and we believe our success comes from remaining true to our values—offering exceptional products, knowledgeable advice, and genuinely personal customer service.

One area we will continue to develop is our programme of customer events. Since the refurbishment, we've hosted several intimate in-store events that have been extremely well received. We don't want to hold events for the sake of it or overwhelm our customers with a constant calendar, but we've learned that people genuinely enjoy these occasions. They provide an opportunity to socialise, discover new collections, meet brand representatives, and experience the business in a more relaxed and engaging way. Creating those memorable experiences is becoming an increasingly important part of luxury retail, and it's something we see continuing well into the future.

CLOSING REFLECTIONS

Q  Thinking about how long you’ve been working in the business, what keeps you there?

One of the things I enjoy most is that no two days are ever the same. We have a fantastic team, many of whom have been with the business for many years, and it's a real pleasure to come to work each day knowing we're all working towards the same goal.

The variety of the role is what keeps it interesting. One day I might be reviewing a new jewellery collection or meeting with suppliers, the next discussing the direction of the website, planning marketing initiatives, or working on the finer details of one of our customer events. I enjoy being involved in so many different aspects of the business, from buying and merchandising to customer experience and long-term strategy.

Organising events is something I particularly enjoy because they bring together so many elements of the business. They give us the opportunity to showcase new collections, strengthen relationships with our customers, and create memorable experiences that reflect who we are as a business.

For me, the greatest satisfaction comes from seeing all of these different areas work together. Whether it's introducing an exciting new brand, improving our online presence, or hosting a successful event, it's rewarding to know that every part contributes to the overall success of the business and to the experience we provide for our customers.

You can read more about our store development project for Johnsons Jewellers here.