But as times changed, the competition grew. Tiffany's challenge: to maintain the brand's blue-blood cachet, while con-vincing those who aspired to the Tiffany brand that the store has gifts in all price categories.
Michael Kowalski, president-chief operating officer, along with Diana Lyne, former senior VP-marketing, and her successor Jeanne Daniel, exec VP, who oversaw merchandising, developed a marketing program that expanded the store's customer ranks.
To market Tiffany as both inclusive and exclusive, the retailer leveraged its position of authority. Tiffany created a marketing program for pearls and engagement rings that included an education element, such as a "how to buy a diamond" video and brochure. The company also developed a new target: women who buy jewelry for themselves.
"Our message is accessibility to a broader group of customers, while we maintain the mystique and quality people associate with Tiffany," says Mr. Kowalski, 45.
Last year, Tiffany tested its first TV effort-holiday spots in New York-from McCann-Erickson Worldwide, New York. The spots, with the line, "To the vows we make," celebrate important occasions such as weddings.
"We still think Tiffany is a relative well-kept secret," says Mr. Kowalski, even though the company's U.S. sales grew 9% in 1996. With 23 stores, Tiffany is