THG: DOXA has been a pioneer in e-commerce, but you’re also expanding your physical retail presence. What value do you see in having a curated network of brick-and-mortar retailers?
JE: We're basically going the opposite way of the others, but in the end, we're all walking on the same bridge. All the brands try to go online. Retail is important because people want to touch and feel when paying a higher price – what does it mean that the watch is 44g? If it's $1,000, sure, go online.
But for retail business, we're very selective because we also want to be encountered by other excellent brands. Watches of Switzerland or The Hour Glass Group have all the local contacts, and people trust you. If you're working with a brand, then it must be good. That kind of brand environment gives clients (and brand partners) value, allowing your audience to discover DOXA.
By the end of the year, we will have roughly 180 points of sales (POS). In four years, we aim to reach a maximum of 400 POS globally. That's nothing, though, because we're only doing 50 in the US, which isn't a lot. But I'm not selling DOXA to any online platform because we want to keep it clean. There's no market parallel to DOXA. In the end, many people think what we're doing is complicated, but it's not. It's simple.