<p>芝加哥——总部位于德克萨斯州的詹姆斯·艾弗里工艺珠宝公司销售强劲。该公司通过监测社交媒体、阅读评论和汇总信息，关注客户群体的数字信号。但有一件事明显缺失：来自其传统客户的积极反馈。</p>
<p>詹姆斯·艾弗里公司的平均客户每年大约到店两次，而传统客户每年至少购物 12 次，首席产品和收入官卡里娜·多尔金在 2025 年秋季 Shoptalk 大会上告诉听众。</p>
<p>“我们通过访问商店和与店员交谈了解到，传统客户对我们向时尚快速转型感到有些不安，” 多尔金说。然而，该公司发现，忠诚的客户群体不太可能在数字渠道上留下关于他们意见的评论。</p>
<p>为了吸引传统购物者，这家珠宝零售商决定推出每月一次的 “来自我们档案的设计” 系列，重新推出公司 70 年历史中一些最受欢迎的设计。该项目于 1 月启动，每月推出一个退休设计的复刻版，且仅在一个月内提供。</p>
<p>但要在内部启动该项目意味着需要获得支持并进行协作。多尔金的团队首先接触了供应链负责人，并提出了这个每月的概念，重点是将焦点重新放在工匠和手工制作上。</p>
<p>“一旦我们说服了那个团队，我们就携手前往董事会和高管，因为每个人首先都会问，‘供应链对此会有什么感觉？’” 多尔金说。“而他们已经在我们身边。我认为这是一个重大的战略解锁。”</p>
<p>店内员工也是该项目成功的关键，部分原因是他们在每月的第一天要处理排队。“现在我们店外有排队，[员工] 正在处理一种实际上会短暂存在的产品并解释该产品，” 多尔金说。</p>
<p>这位高管将员工对 “来自我们档案的设计” 项目的热情归功于公司的内部文化。“我们给零售员工支付良好的薪水。我们提前很久就安排好工作时间，并且在一些非常严格的规则之外不会更改。我们有很好的福利。这一切都表明，正是因为他们非常忠诚，整个员工队伍才准备好接受转变。” 她说。</p>
<p>该项目对工匠的重视也影响了公司的营销。詹姆斯·艾弗里重新品牌了其网站，并将工匠元素融入到所有故事讲述中。商店现在展示的视频展示了 95% 在德克萨斯州制造的产品的制作过程。</p>
<p>所有的努力都取得了成效。该公司约一半的产品已经售罄，“工匠的声音回到了品牌中，” 多尔金说。</p>

<p>詹姆斯·艾弗里工匠珠宝成功地通过推出每月的 “来自我们档案的设计” 系列重新吸引了其老客户，该系列展示了其 70 年历史中备受喜爱的设计。该举措受到客户反馈和团队合作的推动，带来了强劲的销售和店内客流量的增加。公司在营销和产品故事讲述中强调了其工匠根基，导致产品售罄并重塑了品牌形象。首席产品和收入官卡里娜·多尔金强调了内部文化和员工忠诚度在执行这一战略转型中的重要性</p>

<p>CHICAGO — Texas-based James Avery Artisan Jewelry had strong sales. The company was paying attention to digital signals from its customer base by monitoring social media, reading comments and aggregating information. But something was noticeably missing: positive feedback from its legacy customers.</p>
<div class="lb-trans"><p>芝加哥——总部位于德克萨斯州的詹姆斯·艾弗里工艺珠宝公司销售强劲。该公司通过监测社交媒体、阅读评论和汇总信息，关注客户群体的数字信号。但有一件事明显缺失：来自其传统客户的积极反馈。</p>
</div><p>While the average James Avery customer comes to stores about twice a year, legacy customers shop at least 12 times a year, Chief Product and Revenue Officer Karina Dolgin told an audience at Shoptalk Fall 2025.</p>
<div class="lb-trans"><p>詹姆斯·艾弗里公司的平均客户每年大约到店两次，而传统客户每年至少购物 12 次，首席产品和收入官卡里娜·多尔金在 2025 年秋季 Shoptalk 大会上告诉听众。</p>
</div><p>“We learned about the legacy customer getting a little uncomfortable with how fast we were moving towards fashion by visiting stores and talking to our store associates,” Dolgin said. The loyal cohort, though, was less likely to go on digital channels and leave comments regarding their opinions, the company found.</p>
<div class="lb-trans"><p>“我们通过访问商店和与店员交谈了解到，传统客户对我们向时尚快速转型感到有些不安，” 多尔金说。然而，该公司发现，忠诚的客户群体不太可能在数字渠道上留下关于他们意见的评论。</p>
</div><p>In order to entice legacy shoppers, the jewelry retailer decided to launch a monthly “Designs From Our Archives,” collection, which reintroduced some of the company’s most beloved designs from its 70-year history. The program, which launched in January, features the reproduction of one retired design with the catch that it will be available only for one month.</p>
<div class="lb-trans"><p>为了吸引传统购物者，这家珠宝零售商决定推出每月一次的 “来自我们档案的设计” 系列，重新推出公司 70 年历史中一些最受欢迎的设计。该项目于 1 月启动，每月推出一个退休设计的复刻版，且仅在一个月内提供。</p>
</div><p>But getting the program off the ground internally meant obtaining buy-in and working collaboratively. Dolgin’s team first approached the head of supply chain and pitched the monthly concept, which was squarely focused on bringing the spotlight back on artisans and crafting.</p>
<div class="lb-trans"><p>但要在内部启动该项目意味着需要获得支持并进行协作。多尔金的团队首先接触了供应链负责人，并提出了这个每月的概念，重点是将焦点重新放在工匠和手工制作上。</p>
</div><p>“Once we convinced that team, we went arm in arm to the board, to the executives, because everybody was going to ask first, ‘How is supply chain going to feel about this?’” Dolgin said. “And they were already with us in the room. I think that was a major, major strategic unlock.”</p>
<div class="lb-trans"><p>“一旦我们说服了那个团队，我们就携手前往董事会和高管，因为每个人首先都会问，‘供应链对此会有什么感觉？’” 多尔金说。“而他们已经在我们身边。我认为这是一个重大的战略解锁。”</p>
</div><p>In-store associates were also key to the program’s success, partially because they were dealing with lines on the first of every month. “Now we have lines outside of our stores, and [associates] were dealing with a product and explaining a product that was actually going to be short-lived,” Dolgin said.</p>
<div class="lb-trans"><p>店内员工也是该项目成功的关键，部分原因是他们在每月的第一天要处理排队。“现在我们店外有排队，[员工] 正在处理一种实际上会短暂存在的产品并解释该产品，” 多尔金说。</p>
</div><p>The executive credits associates’ enthusiasm for the “Designs from Our Archives” program to the company’s internal culture. “We pay our retail force well. We set schedules far in advance and we do not change it outside of some very strict rules. We have wonderful benefits. And that is all to say that that is how a workforce in general is ready to accept a pivot because they are incredibly loyal,” she said.</p>
<div class="lb-trans"><p>这位高管将员工对 “来自我们档案的设计” 项目的热情归功于公司的内部文化。“我们给零售员工支付良好的薪水。我们提前很久就安排好工作时间，并且在一些非常严格的规则之外不会更改。我们有很好的福利。这一切都表明，正是因为他们非常忠诚，整个员工队伍才准备好接受转变。” 她说。</p>
</div><p>The program’s emphasis on artisans also influenced the company’s marketing. James Avery rebranded its website and has weaved artisan aspects into all parts of its storytelling. Stores now contain videos that showcase products, 95% of which are manufactured in Texas, being made in its facilities.</p>
<div class="lb-trans"><p>该项目对工匠的重视也影响了公司的营销。詹姆斯·艾弗里重新品牌了其网站，并将工匠元素融入到所有故事讲述中。商店现在展示的视频展示了 95% 在德克萨斯州制造的产品的制作过程。</p>
</div><p>All of the effort worked. The company has sold out of about half of its offerings and “the artisan voice is back in the brand,” Dolgin said.</p>
<div class="lb-trans"><p>所有的努力都取得了成效。该公司约一半的产品已经售罄，“工匠的声音回到了品牌中，” 多尔金说。</p>
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詹姆斯·艾弗里珠宝是如何赢回其传统客户的