April 15, 2025 • 65 mins
Beneath the surface of every iconic watch brand lies a philosophy that defines its approach to design, value, and market positioning. For Doxa, that philosophy remains refreshingly clear: stay true to your origins, deliver exceptional value, and never compromise on functionality.
In this candid conversation with Doxa CEO Jan Edöcs, we explore how this historic Swiss brand has navigated its remarkable resurgence since 2019. While many luxury watchmakers chase trends or continually expand into new categories, Doxa remains steadfastly committed to what they know best – creating purpose-built dive watches with distinctive designs at fair prices.
"We're not trying to please everyone," Edöcs explains, revealing how this focused approach has allowed Doxa to cultivate an intensely loyal following while gradually expanding its global footprint. From their strategic decision to limit distribution channels to their thoughtful approach to special editions like the Clive Cussler collection, every move reflects a long-term vision rather than short-term gains.
Perhaps most fascinating is Doxa's perspective on value in an industry increasingly defined by exclusivity and premium pricing. While many brands develop in-house movements to justify higher price points, Doxa deliberately maintains accessibility. "Why should we?" Edox asks, explaining that true dive watches prioritize functionality over showing off decorated movements. This philosophy extends throughout their product line, from the remarkably affordable Sub 200 to their premium offerings.
For watch enthusiasts frustrated by the current state of the luxury watch market – with its waiting lists, price hikes, and artificial scarcity – Doxa offers a refreshing alternative. As Edöcs summarizes: "It's a tool watch, it's a functional watch. Have fun with it. It's not overpriced, it's solid, and it will be your companion for decades to come."
Experience this insightful conversation with one of watchmaking's most distinctive voices, and discover why Doxa continues to capture the imagination of both seasoned collectors and newcomers to the world of fine timepieces.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Blake Rea (00:02):
Welcome to another episode of Lonely Wrist.
Sitting in front of me is noneother than Jan Edox, the CEO of
Doxa.
Welcome to the show, buddy.
Jan Edöcs (00:15):
Well, hi everyone.
Thank you for the invite.
Blake, Looking forward to areally wonderful, nice
discussion and happy to be partof it, so let's go.
Blake Rea (00:25):
This has been a long time coming for me.
I'm sure you know that I'm likea Doxa super fan and we started
a watch club here in Vegas andyou know I pulled the group
because we were trying to getwatch brands to come see us.
And I pulled the group and Iasked everybody which brand they
wanted to see first okay, andit was none other than doxa.
(00:50):
So, uh, I felt like it would.
You know, sometimes it's kindof hard to communicate with
brands, and then I reached out,and then jackie jacqueline just
just got right right back to meand next thing, you know, like,
I think maybe like three monthslater she's here in in vegas and
uh, and her, her passion forthe brand is pretty much
(01:12):
contagious.
I think we have now maybe fiveor six guys in the group now
that have.
Doc says okay and uh and thenyeah, and then yeah, I got my
300.
Jan Edöcs (01:23):
Oh, very good, Very nice yeah.
Blake Rea (01:27):
Yeah, let's talk about your leadership at Doxa.
You know Doxa obviously hasbeen kind of coming into the
spotlight really recently.
Jan Edöcs (01:43):
I think you took over in.
Was it 2019?
Blake Rea (01:47):
In 2019, the real kickoff was in 220.
Then yes, okay, um, when youtook over as ceo of doxa, what
was your vision for the brand?
Was there something that,specifically, like you, knew you
had to change, or the vision isquite a simple one.
Jan Edöcs (01:58):
it uh, when you saw the history of the doxa a brand,
uh, as a, but especially alsowhat happened in the 60s of
coming up and being one of theleaders in diamond watches it's
a raw diamond, a raw diamond andsaid, okay, let's build it very
carefully, go market by market,not try to overpush.
(02:22):
But the main reason was that wehave a lot of pretty much big
fan base, also with collectors,but we need to be very careful
because this fan base is gettingolder and older and older, and
the main target was we need tobring this rich history, true
history, forward to the nextgeneration, and so we're happy
(02:46):
to be able to have kicked thisoff in 2020.
And we just follow our path asof today to bring in a next
generation which, until today,we're very happy about the
results, but still by far notterminated.
We still have a lot of workahead of us.
Blake Rea (03:04):
Yeah, I'd say too, too, especially you guys kind of
you got into doxa when therewas a huge resurgence.
I mean, if you look at 2020,where the whole world shut down
pretty much, um, and definitelythe micro brands has been a more
competitive space as ofrecently, um, there's not really
a lot of heritage micro brands.
Uh, you know a handful thathave been researched over over
(03:29):
the past I'd say five or sixyears.
Uh, where would you feel thatdoxa kind of fits into that
landscape of of heritage microbrands that are coming back to
the spotlight?
Jan Edöcs (03:39):
so let's say that the micro brand, it's a definition
by its own.
It doesn't reflect really thesize of a company at the end of
the day, but, firmly, what wasthere?
And still we give our fullproof.
We're not trying to pleaseeveryone, that's the main thing.
It's in the last five years.
We stick to the water, so westay in the water, we stay
around the water.
We're not coming out now tomake some pilot watches trying
(04:03):
to please the car industry orwhatever.
We know where we come from andby its own, this is a long way
to go because a lot of marketsare not as familiar with the
brand as Doxa historically isknown in the US, especially to
collectors, and from that pointof view we started to gradually
(04:27):
build our retail network.
We'll keep it very exclusive.
I don't want to be on everycorner with Doxa, despite being
so-called micro-brand orwhatever, and exclusivity for us
pays off and especially now forthe moment where the situation
in the watch industry oreconomic global is a bit more
(04:48):
tight.
We see now the benefits that wewere not overfloating the
markets globally and to goeverywhere, because you need to
be able to control your business, you need to be able to control
your production.
You need to stay in strongalliance with your retail
partners.
For example, we never sold anyonline platform differently than
our own online platform, so wesaid also no to a lot of
(05:12):
business on the short term, andmaybe now we get a little bit
rewarded to pay tribute to ourclear strategy.
Blake Rea (05:21):
And yeah, you guys are kind of nestled in between a
luxury product, a luxury watchbrand, and a micro brand.
I, I know sometimes I've talkedto some of the guys and said,
hey, you know, uh, micro brandcan can seem as a derogatory
term uh, these days, but, um, alot of luxury brands are are
(05:42):
raising their pricesaggressively and Doxa has kind
of took a different approach.
You guys have relativelyremained accessible.
I mean, if you look at the sub200, you know that's about
$1,000 for a Swiss-made diver,what's been.
You know your approach to kindof being accessible and
(06:10):
obviously it seems like you guysare going for more of a bigger
push on e-com.
Or are you guys going to bepartnering more with your brick
and mortar ADs?
Jan Edöcs (06:16):
No, so it's an exclusive base, what a lot of
people do not know now.
Meanwhile, a bit more.
I mean, doxa started itspresence with diving watches
online only, and we started inthe year 2001 where the online
business in the watch industrywas even not existent.
And today, what we do, we walkthe same bridge as a lot of
brands, but we just meet in themiddle and a lot of brands are
(06:40):
trying to go to the onlinebusiness.
This is a business by its ownwhich we control and understand
very well, and we just meet inthe middle of the bridge, but we
walk the other side, down ofthe bridge and opening
exclusively retailers andretailers in a segmentation
which does not at all representthe mass market.
There we stick to our rootsthat we want to have an
(07:03):
explosivity.
Doxa has not only the history,doxa has a big advantage to have
a case shape which isrecognizable, with the cushion
shape also going back to thehistory and since ever, when you
go back in the 60s, doxa wasall the time known to offer a
lot of watch for a decent, veryfair retail price.
Blake Rea (07:23):
So we stick to this I'm sorry, I've turned my mic
off there.
My dog, my dogs, uh, you guysare in a very unique position.
Obviously.
You guys have a super, super,super large fan base, um, and
you have a very strongenthusiast community.
(07:44):
Uh, you guys have have stayedin your lane for quite a while
now.
Uh, do you see doxa kind ofjust staying in that niche
divers, colorful, fun, diversspace or are you trying to kind
of climb your way out andbroaden the uh, the product
portfolio to to reach a largermarket?
Jan Edöcs (08:06):
There's a larger market.
Listen, there's a lot of spacearound the water.
You can do a lot of things.
We're a bit more limited in thechoice of materials, but again,
we're not going to make pilotwatches and all this.
There's enough brands out there, but within the product range.
Just now, in two and a halfweeks, we're going to launch our
(08:27):
next new model, where I knowthe hardcore bass Doxa fans will
be pleased, and it's mixingwith cultures.
It's also to set up.
Doxa is going global, but maybea little bit in a different way.
Five years ago we just startedin the Anglo-Saxophonic market.
(08:47):
We could have sold right awayin the Middle East.
We could have sold right awayin Asia.
But you need to go further downin your strategy.
Just to think to sell on theshort term.
First you need to find theright partner and you need to
put a lot of effort into amarket.
Now certain markets are moreeasier for us, based on the
(09:08):
culture, for example, like inEurope, like Italy, like the
United States, where people havehistorically a reflection to
water in history, to themaritime history, to diving
history.
But there's other markets whichare not as developed and in
generational understandings, noteveryone stays so close to
(09:28):
water.
So it needs time to educatealso other international markets
.
And do that first before you goin, because it will be a
failure.
Blake Rea (09:37):
One thing that I've noticed that you guys do really
well is you guys have a greatstory I mean beyond having a
great product, and people reallyconnect with the Doxa story,
you know starting with GeorgeDukaman, and you know testing in
Lake Neuchatel with you knowwith Yakuza.
How do you balance, kind ofhonoring that past while making
(10:02):
sure the brand moves forward?
Jan Edöcs (10:06):
it's, it's to find the best possible way and we
still learn all the time tocombine the past with the today
and the future.
And in regard of products, withjacquie gusto uh, the swiss
army at the time in 1968, wheredoxa became the official uh
equipment watch for the diversin Switzerland.
(10:26):
Then we showed tribute, what wedid with Clive Kostler he was
our biggest brand ambassador inthe literary world which we
honored him not with a limitedcollection, no, it's a number
collection because we have a bigtoken and appreciation for the
family.
Also, with Dirk, his son, wedeveloped this product.
(10:47):
It has taken us really over twoyears.
It would have been easy just todo a new dial, but when I look
at the development, also withthe launch we had then in New
York in the New York Yacht Club,it was a real honor.
Also in regard of products andwith the Stonewash case, the
Stonewash bracelet, looking backto the Clive Costler books, the
history with Numa, that theboats which not only in the
(11:11):
literary world, in real lifeClive Costler was searching for
shipwrecks and so our target wasokay, stay loyal and try to
make a watch in his honor whoalso looks like being down in
the ocean for 500 years, and onthe paper this is vastly said or
(11:35):
thought, but do it in realityand produce the product.
And also there I think you canall the time do better, but with
this piece we could show alsoour capabilities in producing
products.
Blake Rea (11:49):
And was that your concept to do the Clive Kussler
kind of foundation watch withDirk?
Or was it something that theyhad approached you and you just
said, hey, let's revive thispartnership?
Jan Edöcs (12:02):
It was together because also the contact we had
with the family and first of all, it's all the time also
delicate.
Don't run too after in showinghonor.
If you do, you need to do it inthe right way.
Knowing that Dirk still goes onhis missions and shipwrecks and
knowing how much money can bevastly lost when you lose a
(12:24):
sonar and all this, I'm notgoing forward to hear.
I said listen, we need tosupport this and this has no
space with the launch for alimited edition.
It's numbered and we opened aproduct line for him and
hopefully for five, ten years,whatever it is, we can support
(12:44):
indirectly Numa and the familyand the hobby of his son.
So we keep something very niceand very valuable going on for
the future.
Blake Rea (12:57):
Yeah, that whole organization, numa, the Clive
Kostler Collector SocietySociety, such a passionate group
of individuals.
I know when Jacqueline did anevent here with them, I think it
was.
Jan Edöcs (13:13):
October Last year, I think Yep.
Blake Rea (13:16):
She actually invited me out to come so I got to kind
of see the whole brand from thatperspective and to see all
Dirk's friends and I was sittingat the same table with Dirk and
just to see how everybody wasso passionate about the brand.
Obviously she does a lot oftraveling by herself so she
(13:40):
wanted kind of a resident watchnerd.
So I'm here in Vegas so it justkind of was me driving up the
street to come to come help her.
Uh, but just to see howpassionate dirk was to see.
Um, I was, I was super curiousabout what happened to dirk's
watch and then, you know, thenwe talked about the whole story
(14:02):
on how it was lost and intransit.
Jan Edöcs (14:06):
And all this beautiful story.
Such a story you can't planahead of time.
It's impossible.
This only runs on emotions.
Blake Rea (14:16):
Well, that's just a part of the industry.
I mean, you never know what canhappen.
And I was curious because Iasked Dirk.
I was like do you, do you Ihope you have your your father's
watch?
And he was like no, I don't, Idon't.
I was super sad to hear that.
You know, I was like man, likethat watch is, uh, is epic and
(14:40):
uh, and I um the one that um,matthew McConaughey wore and the
movie went up for auction.
Uh, I think it was like maybein 2010, 2012,.
Uh, that one ended up sellingfor like around $1,500.
(15:01):
So I was like that's a prettyepic value for uh a movie worn
matthew mcconaughey, you know,uh dirk pitt, you know yeah
historical uh piece uh, which Ithought was kind of cool.
But that whole, that wholecommunity is so passionate and
to see everybody who walked in,you know they pretty much would
(15:23):
flash their docs uh at us, uh,and just to see how, how
passionate people were um aboutI mean, I know you've done
multiple different iterations ofthe the clive cussler um, I
think you guys are on yoursecond or third now, is that?
Do I understand that correctly?
Jan Edöcs (15:42):
yeah, so that the situation is now we've limited.
It was also our main target.
It's not that if those number,at least just to support.
And now for his birthday on the15th of july, it's just we
launched the 93rd limitededition and that's enough.
On in honor of his birthday, uh, may have our plans again for
this year and and at the endit's just really to show the
(16:06):
capability, what you can do, andreally also to support the
family, and that's it.
Blake Rea (16:13):
Yeah, and how I mean that seemed like based on my
understanding of that.
That whole partnership kind ofcame about organically because
he worked at a dive shop andwhen he went on to write his
books that that watch was a giftfor my understanding um like a
parting gift and then just kindof, uh, all of a sudden, just
(16:37):
kind of just wore it every dayand just fell in love with the
watch, and then it wasn't likehe became uh like a paid
endorsement, uh like guy for thebrand.
It just seemed very organicit's organic.
Jan Edöcs (16:53):
But also overall, when you go back in history,
this is what we're trying totell also our younger generation
and and not by far not everyoneis a diver, but people today
the younger, they can even notimagine to live without the
iphone.
A diver, not to have a divecomputer.
But going back to the 60s,diving watches was your safe
(17:18):
tool.
Your diving watch, mechanicalwatch, you were really depending
on the information you got fromdive watch.
You better have a good qualityand that where you can rely on
because you're life dependent inthose days on a watch.
And today, the youngergeneration, you need to explain
and despite of the mechanicalityof a product still maintaining
(17:44):
his rule, it's not like a newphone which loses its value in
two years because there's a newadaptation.
For us it's logical.
Unfortunately I'm not so younganymore, but if I even spoke
with my son, with my family, wemay think, oh, they know.
No, they don't know, they livea different life and that's a
challenge for Doxa.
But we have so much I don'tknow.
(18:07):
They live a different life andthat's a challenge for Doxa, but
we have so much I don't know ifyou say this now the US, we
call it we have so much meataround the bone, you know, yeah,
yeah, like Gosselaar, we haveother stories with the Swiss
army.
It doesn't stop where Doxa showsup, going back to the 60s and
70s, where, by free choice, thebrand was chosen to support
adventures, and at the time itwas only because it was a brand,
(18:30):
because people have reallygiven confidence to the quality
yeah, I can't disagree with youthere.
Blake Rea (18:40):
um, I did like a a huge Doxa history video and I
went down the rabbit hole andlearning about your Grand Prix,
the 1908 Grand Prix in Paris atthe Grand Prix exhibition Super
cool.
Jan Edöcs (19:10):
Ironically after I told that after I did the video,
I started, you know, lookingfor assets for the edit.
Oh, no way, I hear you all.
This is the watch that won itfor you guys.
Blake Rea (19:24):
So beautiful yeah congratulations I love it.
So as I was doing the thehistory video, I was like man,
this is such a a cool watch itjust it feels like it should be
in a museum, but I don't knowwhy it's here at my house.
Jan Edöcs (19:41):
But and then I started that you found it.
I mean this this is also what'shappening now, of course, with
the revival of Doxa.
I mean prices are increasing inthe secondary market that
people start to look forhistoric pipe pieces.
I just got back from Japan andI met the collector there.
Unbelievably the value he hasfor Doxa and, please believe me,
(20:06):
he's carrying other brands andhe is a collector and also
showed me some old pieces, uh,unbelievably nice.
So, yeah, I can't complain.
So I'm happy to, to, to, to, tobe encountered of, of, uh,
again, I repeat, a real historyyeah, you guys, I um, I also
(20:29):
went down the whole like eroticdial rabbit hole listen at the
time, at the time when you goback, there was no social media.
Sometimes I wish today wewouldn't have social media.
You could different.
You could do different things,which is not explored in two
seconds all over the world.
(20:51):
You're talking to a nationalcommunity, but still I remember
all of the other brands, whatyou could do in the 80s and the
90s.
So look at the design.
Very interesting, funny design.
Blake Rea (21:05):
I'll have to show you when we're done recording our
podcast, because I picked up oneof those too um, you guys have
kind of paved your identity andwhat really kind of.
I know this is silly and I foundmyself when I was doing my docs
of history video.
What kind of I leaned into alot is a lot of other watch
brands uh, just have orange dial.
(21:27):
Some of them have orange dialwatches just for the point of it
being orange.
You know, I'm really a huge fanof like purpose purpose built
tool watches and you guys had afunctional use for actually
having an orange dial.
You know, obviously, visibilityunderwater, you know, up to 60
meters.
But now you guys are reallyknown for having bold, colorful
(21:50):
watches.
Is that something that?
And you guys were doing itreally long before it became
trendy?
You know, but what would yousay about color?
Jan Edöcs (22:01):
that resonates so much with your identity.
In the 70s, in the 80s, it wasall about functionality.
The market bites on.
There was very conservative.
When I go back, I'm notmentioning brands, but everyone.
Oh, the Tiffany blue.
And the 80s, it was all aboutfunctionality.
The market bites on.
There was very conservative.
When I go back, I'm notmentioning brands, but everyone.
Oh, the tiffany blue, the newcolor.
Some journalists came out.
Hey, by the way, I look once atdoxa, since when they used
their aquamarine and so decadesin this color it's, it's a dna
(22:24):
factor since decades.
All the colors also have theirown names, like professional,
like the caribbean, like thediving star for yellow.
Uh, and there was functionalitybehind absolutely.
Blake Rea (22:41):
Um, you know, when you guys try and focus on it
seems like now you've been, youknow, with your.
You had a 200 release prettyrecently with the sub 200 t, and
then you had the sub 200 tdiamonds, yes, uh, I'm curious
uh about how to, how that kindof came to be it seems.
(23:04):
It seems kind of like uh, adeparture or a different type of
customer you're targeting there.
Jan Edöcs (23:12):
It's not at all a departure.
Of course we understood that.
Maybe the core base oh, what isthis?
So, first of all, going back,when we go back in the history,
we have other brands with veryfamous dive watches and
beginning of the 70s you sawthem already with diamonds on
the bezel.
So why can doxa buy?
It's all not doing that.
Now what people need tounderstand.
(23:34):
You approach internationalmarkets and what is nice, when
you see at the retail network ofdoxa, which is very exclusive,
we are not on a bc level in ourretail business, we are in
premium and this has a reasonmost likely, where doxa is
presented, doxa is one of themost affordable brands.
Now, a certain demand or certainregion like the Middle East,
(23:56):
that you can grow a brand.
You have end consumers.
They just do not buy a watchfor $1,000.
They love the brand, they justdon't buy it.
And you need to feed and youneed to adapt the local
mentality to your DNA and whatyou can make out of it, how far
(24:18):
you can stretch it, and a lotwhen you see, for example,
diamonds to 50, we stillmaintain the functionality of
the watch.
We do not have a full whitediamond.
We have sealed the 13-colorcolor stones and someone who
really wants you can turn thebezel and you still find the
functionality on this diamondpiece.
Now, I suppose not a lot of endconsumers will do, but this has
(24:41):
clearly given a signal incertain markets and like this
you become global and of courseit was more done for the Middle
East.
Logically, yeah, we're sellingthem.
So if I become, in theirlanguage, also a brand, and what
is smart with it?
We still have the cushion shape, we still bring our DNA to the
(25:06):
end consumer, maybe with a lightdifferent taste, and it shows
the flexibility also for thebrand and the product.
Again, for the retail price youquoted with the carrots you
have it.
Then they go again, yeah, butthat's very affordable.
So even on that level it's veryaffordable what we offer.
So this will not be the mainroute, but here and there we may
(25:32):
not position the branddifferently, of course not.
But uh, you adapt and you needto show your flexibility to
local cultures yeah, I guessthat makes sense.
Blake Rea (25:44):
I never really kind of thought about.
I mean, obviously you'rethinking about things from a
higher level and you kind ofknow the markets.
Um, in october I was inistanbul and you guys onboarded
a new partner there.
Some of my friends at abt satyes uh, and when I went there,
(26:04):
um, some of the guys there werebegging me to wear my watch to
istanbul, so I brought my sub300 and then, um, at the time
when we went there, they hadsome type of event and there was
maybe like 10 or 15 or 20people in the shop and and
everybody uh was super stoked toto see the brand for the first
(26:28):
time.
And then I found out that theywere getting ready to become a
dealer for you guys and now I'veseen that they now carry your
products and they're such a goodgroup of people out there and
it's cool to see how you guysare kind of jumping into those
(26:48):
markets because, uh, when I wasout there, there's been a lot of
talk about, uh, a luxury tax,um, where it's not on gold, it's
not on diamonds, it's just onwatches, which is so weird, um,
because to me I I love to buywatches in this sample um, it's
(27:10):
just they've got such a goodmarket there, uh, for the
products and uh, and I was sadto hear about that, but I also
was glad to see that theyonboarded you guys, because the
amount of the amount of likepositive feedback that came from
me passing my watch around andI I don't think I saw it for
(27:30):
maybe like an hour and a half,like I literally was like hey,
where the hell is my watch at?
And then I start walking aroundand some guy's wearing it, like
I'm just they said we are.
Jan Edöcs (27:41):
We are so happy to have them on board, but also
they have been waiting I dondon't know, for almost two years
.
And also this is a proof thatbecause we developed ourselves
region by region and region, wehad other really highly esteemed
customer.
They came to Geneva oh, I'mready, I want to place an order.
(28:02):
I said, listen, we're not yetready for your region.
And they said what do you mean?
I want to buy, I can no, pleasewait.
And this is a bit contradictory.
First of all, but once wechoose a retailer, we stick to
this relationship.
And when you see, for example,in the us for the moment you
(28:24):
have 17 point of sales.
We're not growing that businessin the US in retail presence to
be overloaded and to be onevery corner and most probably,
despite the retail price, tohave 200 retailers.
That's exactly what we are notgoing to do.
And today, the business modelwhen the sun is shining you can
(28:47):
sell a lot, not for dog sun.
But now it's not shininganymore the sun, now you have
rain.
And for me, a brand, despitemicro brand or a big brand, it's
all the time how you proveyourself when there's a rain out
(29:10):
there, not when the sun isshining and for us now, of
course, maybe a little bit moreeasier.
First of all, we defend theretailers.
That's why, also in Istanbul,for the one point of sight, in
Turkey, we will not overloadIstanbul or Turkey or the United
States, other markets with tensor hundreds of shops who won't
(29:30):
do it, because, like this, theretailer is also more motivated.
First, he has no competitiononline we are not selling to any
online platform and then, ofcourse, the retailer is more
motivated and at the end of theday, you can control your
pricing.
That's all about short-termbusinesses.
Pricing are falling.
(29:51):
If you go to mid to the longerterm, you have much more big
chances to control yourdistribution and to control
pricing, which at the end meansthe brand maintains its value.
Simple.
Blake Rea (30:08):
That makes sense and I've really like thought about
the economical side of it Togive you kind of, I guess, some
user experience For me.
It was really hard for me to gethands on with your watches
before I decided to buy one,okay so like I went to atlanta
(30:32):
and you know their mayors hashas an account with you guys,
and so I called it and I said,hey, uh, do you guys have doxes
on your website?
Like, how can I like what doyou have in?
Oh, we don't have them.
Same thing here.
And, uh, in vegas, watch theswitzerland like I ever watched
the switzerland, like 20 minutesaway from my house, and you
(30:55):
know they sell your products butyou just you can't get hands-on
with them.
Um, and so that that becomes, Iguess, an auxiliary challenge
that people want to get hands-onwith their product.
People want to see, of course,product and watches are kind of
(31:16):
like, uh, they're becoming kindof like shoes, right, like, a
lot of people don't buy shoesonline because they want to try
it on, you know, and uh,obviously watches being a little
bit more expensive than a pairof shoes, but you do have that
longer sales process that has tobe kind of filled.
So how, how are you guys gonnakind of, uh, I guess, address
(31:38):
that?
It seems like now you guys aregetting a little bit more active
in the community in terms ofgoing to, to festivals and
things like that it's not active.
Jan Edöcs (31:46):
It's again in exclusive retail presence, first
when we started, and also inesteem collaboration with watch
of switzerland.
First, the first two years wedidn't take any other retailer
we could.
We didn't.
First we wanted to learn and welearned a lot in the
collaboration.
Now, and from that moment on,it's to balance off.
We started also withindependent retail.
(32:08):
I think as of today we have 17doors in the US this year with a
great team we have in the US,also in the lead of Jackie.
We may open another 13 to 15.
That's it, and the touchingfeel on retail is important, but
(32:28):
it's easier to choose the goodpartner instead to go everywhere
than the touch and feel isgranted, but where service,
where the environment, where theexperience is not valued enough
.
So we decided for the other wayaround, may go a little bit
longer, but I believe this willbe more valuable and more solid
for the long term longer, but Ibelieve this will be more
(32:52):
valuable and we're solid for thelong term.
Blake Rea (32:53):
Yeah, let's talk to you about uh.
Obviously, when you took overin 2019, you know, 2020 covid
came around and it kind of shookthe whole industry.
Um, it seems like the entirewatch industry had a lot of
supply chain issues.
So I'm curious, kind of, totake a step back and talk to us
(33:13):
about how Doxa kind of navigatedthose supply chain issues and
how did it bring you to be astronger brand?
Jan Edöcs (33:22):
now so well, listen, this was.
I cannot say it was fortunate,that's the wrong saying.
But in the beginning of the 20swe just started to open up for
a street tailor, but of courseour online presence with our own
website was ready.
So I never had believed thatsales were so much increasing
(33:45):
through that problem.
So we as a brand could clearlybenefit of it.
Through that problem.
So we as a brand could clearlybenefit of it.
And with the supply channels,on the same time not going too
much detail, but also with theowner's family.
We know produce watches, wereally understand the supply
chain and we're producing in thefamily over 50 years watches.
(34:07):
So it was a challenge but wasby far not a massive problem.
And also, to be honest, in 220,our volumes were also not there
yet to be defended, which hasstarted, so it was by
(34:30):
coincidence, at the end of theday, not bad for us.
Blake Rea (34:35):
You're starting to see now, with a kind of push for
more of a consumer consumerownership.
What I mean when I say that is,let's just say, I buy a doxa
from windsor, right, windsorjewelers those are good, good
friends of mine.
Um, I'm not a doxa customer ina weird way.
I'm a windsor customer, that Iown a doxa in a weird way, and
(34:58):
that's the reason why I'vetalked about in the past these
eight you know these, thesebrands are opening their own
corporate boutiques and thereason why brands are even
pushing for in-house is for thatexact same reason.
Because if you develop anin-house caliber, you're not
going to send it to a watchmakerto get a service, you're going
(35:21):
to send it back to the brand.
From my perspective, it's notsomething that I see Doxa really
kind of participating in,because you want to keep that
value proposition high and costsdown.
But do you ever see Doxacreating an in-house caliber or
(35:41):
going into that whole direction?
Jan Edöcs (35:43):
No, why should we?
We get this question a lot andthen it's very simply explained.
A real diver's watch doesn'thave a see-through and if I want
to create my own movement thenat least I would like to be able
to show it.
But a real diver's watch,maintaining the quality, if you
would like to have a see-through, your watch would be very thick
(36:07):
to maintain the functionalityof it.
So for doxa, the functionalityis the main issue.
It's not about we have verysolid movements and and uh, but
it's not something which endconsumer is asking us oh, and
even decorate, I will move itwithout the see-through, but
it's not the main.
(36:27):
Propose and if I would go out,oh, I have my caliber, you
mentioned the sub 200 per 1000,oh, I have my.
I have now my own movement andI'm asking you 4000, what would
happen for that?
Please go to other brands.
This is not I.
I I should not try to compete.
(36:48):
And there's beautiful products,there's beautiful brands out
there in a price range for fouror five thousand.
That's not where doxa is going.
And because the demand is notthere.
And still, when you see theretail network now you mentioned
windsor 75 to 80 percent of ourretailer.
All the information isavailable.
They have premium brands, themost expensive brands, which
(37:13):
they decided to take on Doxa,which is very great for the
image of the brand.
The reason behind was also anend consumer, as you said, can
be with Wimpsun.
Maybe they're walking into thestore not with the idea to buy a
Doxa, but they walk out with aDoxa.
Still today, these customers,for how long they wait until
(37:36):
they get served, it's a greatfeeling.
They walk in First of all, areyou allowed to get your watch?
Oh, you need to fulfill alreadymany, many lists.
And second, you are allowed topay in advance?
Oh, thank you very much.
And then, thirdly, oh, you willbe delivered in one to two
years.
Great, the customer is happy andhe needs to wait.
(37:56):
So he's walking out the storewithout a watch.
Now Doxa comes into picture,even though they know, they
heard about or they even didn'thear about, but the premium
brands they're helping also usbecause Doxa is something with
the cushion shape which isrecognizable.
It stands for a DNA.
It's not difficult to explainDoxa.
(38:17):
Then the end consumer gets awonderful presentation of the
salespeople because they havethe interest not to let the
customer walk out without thewatch or just with a goody gift,
and then they start to know thebrand.
At the end of the day they willask okay, what's the retail
price?
it's 1500, so make me pardon howmuch yeah, like saying and
(38:45):
despite the end consumer and weknow a non-matching brand we
have a lot of a big fan base fortheir so-called second watch
during the afternoon on thebeach.
They're a premium brand.
They'll never wear it in theafternoon.
And meanwhile we knowPolitically we're issuing no
(39:06):
problem.
We're not in a group, we're afamily business.
We're not in a group, we're afamily business.
We're not taking business away,we're adding on business to
certain clientele, which thenthe retailer is happy, we are
happy, the market is happy andlike this you can gradually grow
your business, because ourbiggest ambassadors it's not we
(39:30):
as a brand, but we put as moneyin as advertising.
Blake Rea (39:35):
It's our end consumer and it's our retailers.
Yeah, I mean I couldn't havesaid it better myself.
A lot of times when people askme what the best value in
watchmaking.
Jan Edöcs (39:55):
I refer to the sub 200.
Blake Rea (39:56):
I personally also have the Sub 200, the limited
edition that you guys did withArt of Time.
Yep, when Jackie was here, Ipurchased that watch and I got
my serial number, my birthdayand my dad passed away on the
22nd, so I have the 22nd of thatwatch.
Jan Edöcs (40:12):
You got your number.
Blake Rea (40:13):
Yeah, I got my number and then it's just such a
beautiful watch.
The dial is insane.
So, yeah, I'm super happy withthat and I brought it to the
Clive Cussler event and Jackiewore it for the whole event
because she had never seen itDid she give it back to you.
I had to beg her to get it back, but eventually I did get it
(40:39):
back.
Okay, good.
Jan Edöcs (40:41):
I'm just joking.
Blake Rea (40:43):
You know how much she likes that watch.
I'm sure she's told you.
Jan Edöcs (40:47):
Well, listen, be pleased what's coming out, but
it exactly reflects the Alsolisten, we still also have a lot
to learn, but I think we didn'tdo heavy mistakes in the last
five years.
And also you mentioned it atthe beginning of our
conversation no significantprice increase.
I think in five years weincreased the sub 200 for $100
(41:10):
because the moving price went up, but in relation, it is not
every year 10%, 10%, 10% becauseit brings your product into a
different price range and youalso need to be reasonable for
the business.
I'm too long in this industrywhere I've seen a lot coming and
a lot going.
I'm too long in this industrywhere I've seen a lot coming and
(41:31):
a lot going.
Don't compete as a smallboutique brand to big marketing
budgers.
You will just fail.
And this starts with watchesretailing as a four or five
thousand.
It's going up the end consumer,then the one who explained to
you, then another processprocess starts to happen in the
brain of an end consumer.
But I heard a lot oh, the firstprice level from $1,000 to
(41:57):
$3,000, that's the deadly zonein the watch industry.
Well, talk to them today.
Who told this two years ago?
Blake Rea (42:05):
They would be happy to be back there years ago, they
would be happy to be back there.
Yeah, I mean you, you guys, andwas where?
Where was the strategy thatcame that you said, hey look, we
want to have a watch.
And some watch brands theyreverse engineer, they say I
want a watch that's a thousanddollars, build it for me.
Right, I want to.
I want to target the more entrydoor to Swiss luxury.
(42:29):
And then, you know, the sub 200came right.
Is that how it happened for youguys?
Or where did you decide to stepdown into trying to get a watch
around $1,000?
Because it's.
Jan Edöcs (42:44):
In understanding our business.
There's a lot of people outthere.
They have, as an end consumer,a lot of experience in
collecting watches, all this,but in producing watches this
doesn't start in the paper youmentioned.
You need to know your supplies,as from the beginning you know
what this product more or lesswill cost and then you can fit
okay.
(43:04):
But if you start in paper, I'llput this on this retail price
and then I will see it can'twork directly like this, because
you know exactly the margins weas a brand, we need.
We know what the margins ouresteemed retail partners need.
So that's based on experience.
To to we also had beautifulideas.
(43:25):
Beautiful, which is.
Then I immediately knew thiswill be too expensive for the
market.
We will get, we will getcomplimented.
Finally,dum-dum-dum-dum-dum-dum, but too
not affordable.
I'm entering another market.
So, whatever we do, that's whyI'm so excited now where I think
(43:47):
we will scratch the marketagain heavily in regard.
Blake Rea (43:52):
How are they capable to do this one now again, how I
yeah, I, I asked myself that youknow, and I it seems like is is
that, is that the strategy thatyou want to get people into the
ecosystem for doxa at the sub200?
And then, oh cool, let me get asub 600 or let me get a sub 300
(44:13):
, t or like, is that that has tobe the strategy, right?
Jan Edöcs (44:17):
first of all show tribute to, to, uh, to the brand
and the past.
Now the challenge is if, if Italk to collectors, they don't
see the brand extremely the sameway like now the younger
generations.
And when you go on social media, sometimes you get a lot of
compliments and the hardcoredivers oh how could you do that?
(44:37):
But then they don't think aboutthe younger generation.
The younger generation have adifferent approach and from our
end consumer, if we have 20percent who are real divers,
then this technically wouldstill be a high number.
We have desk divers.
We have a next generation.
They look at it differently.
And if I talk I mentioned thisin some interviews if I go to a
(44:59):
20, 25-year-old guy and I'mmentioning the name Jacques-Yves
Cousteau, his answer will be isthis a new player from Paris
Saint-Germain?
So, and that's so.
You need to be cool.
You'll be fairly priced.
You need to have a history.
Bring out the fun product whichfulfills your need, which is
(45:22):
something which you can affordin your pocket, and then you
grow from there and people won'tforget and the functionality is
there and Doxa is fun.
Blake Rea (45:34):
Indeed, it is, especially with all the dial
colors.
Um, you guys have experimented.
Now you have the sub 300 carbon.
Um, you have the, the beta, andyou guys are kind of having a
little bit of fun and still kindof sticking to your core, uh,
your core, uh, silhouette, yourcase silhouette.
(45:56):
And you know, if you look atnow the, you did a sub 600, I
believe, in titanium at onepoint how?
how has that kind of shaped theway that you guys develop
watches in the future?
Because I know working withtitanium is super hard to do.
I know working with carbon is apain in the ass.
Jan Edöcs (46:20):
So this is exactly where you reflect the carbon,
the sub 300, when you see thatthe case by itself is only
weighting 44 grams.
So this is exactly also thenconsumer wants to go to a
retailer.
I'm not buying this online.
What does it mean to have 44grams on my wrist, you know, as
a watch case?
So that's exactly where youcombine the past with the future
(46:41):
.
Salt water unfortunatelydoesn't love every material, but
the carton does.
It works with a titanium caseand you can still explore roots
down there.
So it is not on one side thatwe just open up the history
books.
We can pay tribute, but tocombine it with the today and
(47:02):
tomorrow, of course you talkabout different materials can be
different new designinterpretations where you can
technically still recognize anolder model, and this is what we
will launch now, in three weeks, exactly where we played with
the history going back, but theproduct is completely something
(47:24):
new.
Blake Rea (47:26):
You guys are launching that near Watches and
Wonders, is that right?
Jan Edöcs (47:30):
Yeah, so we're outside.
We are also, since after COVIDwe're all the time at the
Borybosh Hotel and people knowexactly where to find us
Meanwhile become our home duringexhibitions.
I'm very happy to be there.
Nice view on the lake, notgetting green, and we can enjoy,
(47:50):
hopefully, the nice weathermuch.
It's all the time a battle whatto expect.
In Switzerland Last year wasgreat, but the year before we
had snow, so this is not in ourand enjoy hopefully the nice
weather march.
Blake Rea (48:00):
It's all the time a battle of what to expect.
In Switzerland, Last year wasgreat, but the year before we
had snow, so this is not in ourhands.
Yeah, I'm looking forward.
Jan Edöcs (48:06):
I'll be at you guys are having a cocktail party at
the Beauvau Raj April 3rdexactly.
Blake Rea (48:10):
Yes, I'll be there.
And then, yeah, I've got anappointment with you guys to see
the new novelty.
Jan Edöcs (48:17):
I'm very happy to meet you there.
It's also when, you see, weextended now our presence there.
This is also, you know, in asmooth way.
We started one suite, then wetook a second one and now we
expanded our presence to a thirdone.
I think now half of the hotelfloor is now Doxa, where we
implement.
Also, we're going back and youwill find a museum there.
(48:38):
When you walk in in one suite,you start in 1889 and you will
end up in 225.
Blake Rea (48:45):
Wow, that's going to be awesome.
I'm super excited.
This is my first time coming toWatches and Wonders, so I don't
really know what to expect.
I know I need to sleep a lotbefore I get there, uh, so that
way I can survive because of thecraziness it just depends, how
many days beforehand you arrive.
(49:07):
So yes, I, I fly out on the 31stand I arrive on the first, and
then I'll be there for 8 daysand I guess you could say that
I'm lucky, because there's beenan illness going around in my
household.
So, like last night, I was justlike cooped up in bed like this
.
I'm like, oh shit, well, atleast I got it now and not in
(49:29):
Switzerland but okay, of courseyou have 9 hours time difference
.
Jan Edöcs (49:34):
that's more hard to take it on than six hours.
The East Coast is a bit easier,but nine hours yeah, I was just
in Japan also had eight hours.
That's where you start to feelthat firmly you're not getting
younger.
Blake Rea (49:49):
You guys have a few accounts in Japan too, don't you
?
You guys have a few accounts inJapan too, don't you?
Jan Edöcs (49:54):
So Japan is just to be announced, very soon.
Also, since two years, peoplesaid why are you not in Japan,
please believe me, we could havebeen and we're preparing now
the market entrance the same wayas we do everywhere else.
Very exclusive, please believeme.
(50:14):
But the retail browser choosingDoxa.
There's almost not a better waywhich you could do.
And when you just want to entermarket fast, you will not get
the good ones in the beginningand the good ones.
There's a reason why you supposethey're the good ones.
They're the strong ones, themost solid ones, the most.
And the good ones.
There's a reason why yousuppose they're the good ones.
(50:35):
They're the strong ones, themost solid ones, the most.
Because these retailers, theyhave been following us since
five years and it's like as abrand and to be patient.
This can also cost you money onthe short term, but it's like a
train leaving a station, thefirst retailers they will jump
(50:56):
on.
And if a brand decides to sellto those retailers in the first
lagoon on a train leaving thestation, then you go much more
into the mass.
But I promise you the good onesthey will follow this train
First.
They will see, okay, how muchpatience they have.
What are they doing in theyears to come?
Are they solid?
(51:16):
What are they telling?
But when they see that thetrain leaving the station
remains with the last two, threemagoons, and then the train has
come, what is happening then?
Blake Rea (51:28):
That's pretty deep, pretty deep, no pun intended,
pretty deep, no pun intended.
I'm curious about, maybe, yourtake on the industry a little
bit.
You're starting to seewatchmaking trends that are
overhyped.
What is a trend that you thinkis overhyped currently?
Jan Edöcs (51:52):
You know what the trend is.
Every five to 10 years it goesback to the same what it has
been before in distribution.
Economically, to watch industrynow, not for Doxa.
Now, of course you have someeconomical challenges globally.
It's not easy, but our industry, beloved industry, is very
Christ resistant.
So you have a lot of dreamersstepping in when I told you,
(52:13):
when the sun is shining and hereI'm not talking just swiss
brands who anyhow will make itand appreciate, but you had a
lot of dreamers in the last year, stepping into the markets,
so-called to pretend I sellonline.
Uh, let's see where they willbe in two, three years.
But it's going back.
Uh, it's going back and you seeit, despite the changes with
(52:38):
the upcoming social media andall this, but the business rule
maintains the same.
So now, the next one to a year,you will see a little bit of
clean out and then the zone isgetting back.
Blake Rea (52:51):
I'm also curious because of consumer patterns,
especially in the watch industry, are changing rapidly.
What do you think the biggestopportunity for Doxa is in the
future, considering that theconsumer buying patterns are
changing?
Jan Edöcs (53:09):
So that we are still at the beginning stage.
A lot of end consumers they donot know us yet.
That we are still at thebeginning stage.
A lot of end consumers, they donot know us yet.
So the the degree of potentialend consumer despite, we will go
our path.
For us, sometimes, for my teamand all this, it's, it's, it's
uh with doxa and with the designyou can't forget.
(53:32):
There's again a lot of peopleout there they don know, they're
just on the way to discover.
And when I see the numbers wherewe increased our business, when
we start to 20, where we standtoday, it's a very nice growth,
but it's an organic growth andit's not a crazy growth.
And let's see where we are inthree to five years.
(53:53):
And we started five years ago.
That's why, in 2020, with onepoint of sale globally Today we
have 180 globally, but very goodones, and I know exactly where
I will limit it one day globallyand Doxa will never have 500
(54:13):
retailers globally and Doxa willnever have 500 retailers, but I
can tell you the three to 350swe have globally will treat them
very nice and they will do goodbusiness and will keep the
exclusivity on a certain extent,of course.
Granted, I will never own aprivate jet, I don't need to,
I'm happy.
(54:33):
Also, the family, but we have abusiness which we can control,
where we are proud of andcreating a family, and this
gives a brand, a karma, whichyoung people like a lot.
Don't come and go, be stillaround.
Blake Rea (54:53):
I think that's the right approach, because a lot of
the the brands they just sayhere's our product, go sell it.
But it's more than that.
It's it's educating the salesstaff, is supporting the sales
staff is, I mean, thankfully,you guys can, can buy straps on
your website, but you know otherbrands they don't.
(55:14):
They don't do that, or um.
So it's a very collaborativeprocess between the rep that
you're working with and thesales professional, um and
you're.
You start to notice that thebrands that really embrace
education, supporting the salesstaff and and giving that that
(55:37):
value prop and are passionateabout the brand, those are the
brands that do well.
Jan Edöcs (55:42):
Yeah, and don't be too much pushy.
And again, stick to yourpartners.
You're not allowed.
And again, not that my childrentell me I'm already like a
grandfather I'm not, pleasebelieve me.
But I'm telling them listen,our industry, the world is small
, and never forget also theother people.
(56:04):
You will meet at least twice inour industry.
Don't take everything out inonce.
You will meet twice.
Now you can do out of it whatyou want.
Blake Rea (56:21):
So I have two more questions for you, because I
don't want to take up too muchof your time, one of them being
a leader in the industry, andthe watch industry has shifted
so much, much, especially withinthe past five years.
I look back five years and Ijust say, holy shit, the
industry is totally differentnow than it was then.
(56:43):
So and I know you don't have acrystal ball, but you know, if
you did, what do you think inthe next 10 years?
You know would be a major shiftforward in the watch industry a
major shift in the watchindustry.
Jan Edöcs (57:03):
I think that, uh, when we see about the value I'm
talking especially about theswiss watch industry right, this
will even become stronger.
And I think there's a certainand I'm talking now about our
(57:23):
end consumer people, the youngergeneration, they're getting
more and more affected about thehealth, the good living,
work-life balance Sometimes itdoesn't help in the office, but
it is Right but also theresponsibility they carry for
our planet.
And there, when you see theconsumption behavior for the
(57:45):
moment, what all needselectricity.
You can have your smartwatch,you can have your phone, you can
have electricity.
Smartwatch you can have yourphone, you can electricity here
and there.
And when you really go furtherdown, just now, of course I need
to defend my industry, but amechanical watch which still
rolls on the same technicalideas 200 years ago, which has
(58:13):
changed the silicon with thething materials changed, but the
idea of mechanical movement isover 200 years ago, which has
changed the silicon with thething materials changed, but the
idea of mechanical movement isover 200 years old and this is
not eating up electricity.
If you treat your watch well,you don't need to charge it.
It doesn't take anything awayof this planet.
And I think there the watchindustry has a lot to play to
(58:34):
short-term consumption, becausea product which we produce with
other brands maintains its value.
It's not getting old, it willeven increase in value as an
item, but it increases also invalue emotionally.
So I'm not at all worried aboutthe swiss watch industry.
(58:55):
That's yeah I, uh.
Blake Rea (58:58):
I personally I'm not either.
Uh, if you could predict thefuture of dive watches now, uh,
where do you think the industrywill be in the next five to ten
years?
Jan Edöcs (59:13):
it will be.
It depends.
There's a lot of brands.
They they have one called alsodive watch in their assortment
and then they have the pilotwatches.
Whatever how far they willstick to to to please to try to
take the approach, please anyone.
That's their decision.
I think the amount of divewatches I call it dive watches
(59:33):
equal sport watches.
I think the amount of divewatches I call it dive watches,
equal sport watches willincrease because we have a lot
of markets that are not yet inthe water.
For example, an importantmarket for the watch industry is
China, but diving people do notgo into the water there, it's
(59:54):
just the young generation.
And so China is what kind ofmarket?
Why did I decide not to go toChina?
It will cost me a lot, a lot tobring nothing against Chinese
to bring them into the water.
They will come.
Japan is different with theirmaritime history, so I think
(01:00:19):
there's still a lot of potentialfor dive watches, sport watches
, which sticks to a fair priceto look sporty and sporty to
adventure.
It doesn't need just the water.
It can be different, but thisdemand will increase yeah,
(01:00:43):
amazing um.
Blake Rea (01:00:45):
Final one is, and I think maybe you've probably
already summarized it, butthere's going to be some people
that are listening to ourpodcast that may may have never
gotten hands-on with a doxa ormaybe not familiar with the
brand um, and if you couldessentially summarize the value
(01:01:06):
you know, your, your, your ethos, the doxa ethos, to them, how
would you do?
Jan Edöcs (01:01:12):
so.
So it's simple Go back to theroots.
Over 50 years, doxa was of thefirst.
It was not the first divingwatch, but we were the first one
with the helium wall who, inthe sixties, put so much effort
into make diving watches muchbetter in regard of
functionality.
And and still today it's a toolwatch.
It's a functional watch.
Have fun with it.
It's not overp tool watch, it'sa functional watch.
(01:01:34):
Have fun with it.
It's not overpriced, it's solidand it will be your companion
for decades to come.
If you like it, then you'rewelcome to discover it in one of
our retailers, online, whateverand just go there and touch it.
And once you touch the product,then you can make your own
(01:01:55):
opinion.
And I would be really surprisedif someone would tell me
pricing design doesn't match ina fair relation.
Blake Rea (01:02:07):
Yeah, I couldn't have said it better myself,
especially when you look at thevalue between the 300T and the
200.
I mean, like, come on, you know1,200 meters or water
resistance.
Like you just can't beat thatfor the 300T, considering it's
less than two grand, you know,yeah.
Jan Edöcs (01:02:28):
And again, it's going back to solidity.
Technically, you could askyourself who can find out who is
timing for two, 300 meters.
Technically, you could askyourself who can find out who is
timing for two, three hundredmeters.
Listen, it's at the value formoney and money for value.
It's both this and this is ourkarma.
And then, on top of it, to havea certain exclusivity, this
(01:02:52):
depends then on the aura of anend consumer.
Do I want to buy a productwhich is I step into a
restaurant which is consideredas a fashion brand and I can't
distinguish myself between,because Doxa is also a karma
watch you give something out of.
If you wear it, it stands foryour character, it stands for
(01:03:14):
your.
What do you want to show toyour environment Not only to you
, of course.
That depends on the personality, but you give a certain signal
to your environment, which then,I tell, will be very positive.
But this is up to everyone'sown decision.
Blake Rea (01:03:37):
Thank you so much for spending just over an hour with
us.
I thoroughly enjoyed this.
Um as I'm.
I said at the beginning of thepodcast, I'm I'm a super doxa
fan.
I think it's one of my favoritefavorite watch brands.
I don't I.
You can go back and listen toevery single podcast I've
recorded and I don't say thatvery often.
Jan Edöcs (01:03:56):
I really appreciate, like really really we appreciate
and we welcome you with openhearts to our booth.
Blake Rea (01:04:04):
I will certainly be there.
I will certainly see you herein the next couple of weeks and,
yeah, anything you need from me, I will always be a fan.
Jan Edöcs (01:04:16):
Thank you very much for your support, also to your
audience.
I was very happy to have thisconversation already with you
and I'm sure it will be followedthen with our new launch.
It will and I'm also lookingfor the hardcore Doxa fans that
they will get a nice goodie I,yeah, I'm looking.
Blake Rea (01:04:38):
I'm looking forward to seeing the new release.
Um, I'm definitely going to becovering it.
So, uh, we are a couple weeksout, so by the time this podcast
drops, uh, I will have alreadygotten hands on with it, and it
will, uh, there will already bepress out there.
Jan Edöcs (01:04:54):
So, thank you for coming on, y'all, I'm glad to
have met you and have safetravels, and it was good talking
to you yeah, yeah, I'll see youon the other side thank you
very much.
Stay well regards vegas.
Bye.
Welcome to another episode of Lonely Wrist.
Sitting in front of me is noneother than Jan Edox, the CEO of
Doxa.
Welcome to the show, buddy.
Jan Edöcs (00:15):
Well, hi everyone.
Thank you for the invite.
Blake, Looking forward to areally wonderful, nice
discussion and happy to be partof it, so let's go.
Blake Rea (00:25):
This has been a long time coming for me.
I'm sure you know that I'm likea Doxa super fan and we started
a watch club here in Vegas andyou know I pulled the group
because we were trying to getwatch brands to come see us.
And I pulled the group and Iasked everybody which brand they
wanted to see first okay, andit was none other than doxa.
(00:50):
So, uh, I felt like it would.
You know, sometimes it's kindof hard to communicate with
brands, and then I reached out,and then jackie jacqueline just
just got right right back to meand next thing, you know, like,
I think maybe like three monthslater she's here in in vegas and
uh, and her, her passion forthe brand is pretty much
(01:12):
contagious.
I think we have now maybe fiveor six guys in the group now
that have.
Doc says okay and uh and thenyeah, and then yeah, I got my
300.
Jan Edöcs (01:23):
Oh, very good, Very nice yeah.
Blake Rea (01:27):
Yeah, let's talk about your leadership at Doxa.
You know Doxa obviously hasbeen kind of coming into the
spotlight really recently.
Jan Edöcs (01:43):
I think you took over in.
Was it 2019?
Blake Rea (01:47):
In 2019, the real kickoff was in 220.
Then yes, okay, um, when youtook over as ceo of doxa, what
was your vision for the brand?
Was there something that,specifically, like you, knew you
had to change, or the vision isquite a simple one.
Jan Edöcs (01:58):
it uh, when you saw the history of the doxa a brand,
uh, as a, but especially alsowhat happened in the 60s of
coming up and being one of theleaders in diamond watches it's
a raw diamond, a raw diamond andsaid, okay, let's build it very
carefully, go market by market,not try to overpush.
(02:22):
But the main reason was that wehave a lot of pretty much big
fan base, also with collectors,but we need to be very careful
because this fan base is gettingolder and older and older, and
the main target was we need tobring this rich history, true
history, forward to the nextgeneration, and so we're happy
(02:46):
to be able to have kicked thisoff in 2020.
And we just follow our path asof today to bring in a next
generation which, until today,we're very happy about the
results, but still by far notterminated.
We still have a lot of workahead of us.
Blake Rea (03:04):
Yeah, I'd say too, too, especially you guys kind of
you got into doxa when therewas a huge resurgence.
I mean, if you look at 2020,where the whole world shut down
pretty much, um, and definitelythe micro brands has been a more
competitive space as ofrecently, um, there's not really
a lot of heritage micro brands.
Uh, you know a handful thathave been researched over over
(03:29):
the past I'd say five or sixyears.
Uh, where would you feel thatdoxa kind of fits into that
landscape of of heritage microbrands that are coming back to
the spotlight?
Jan Edöcs (03:39):
so let's say that the micro brand, it's a definition
by its own.
It doesn't reflect really thesize of a company at the end of
the day, but, firmly, what wasthere?
And still we give our fullproof.
We're not trying to pleaseeveryone, that's the main thing.
It's in the last five years.
We stick to the water, so westay in the water, we stay
around the water.
We're not coming out now tomake some pilot watches trying
(04:03):
to please the car industry orwhatever.
We know where we come from andby its own, this is a long way
to go because a lot of marketsare not as familiar with the
brand as Doxa historically isknown in the US, especially to
collectors, and from that pointof view we started to gradually
(04:27):
build our retail network.
We'll keep it very exclusive.
I don't want to be on everycorner with Doxa, despite being
so-called micro-brand orwhatever, and exclusivity for us
pays off and especially now forthe moment where the situation
in the watch industry oreconomic global is a bit more
(04:48):
tight.
We see now the benefits that wewere not overfloating the
markets globally and to goeverywhere, because you need to
be able to control your business, you need to be able to control
your production.
You need to stay in strongalliance with your retail
partners.
For example, we never sold anyonline platform differently than
our own online platform, so wesaid also no to a lot of
(05:12):
business on the short term, andmaybe now we get a little bit
rewarded to pay tribute to ourclear strategy.
Blake Rea (05:21):
And yeah, you guys are kind of nestled in between a
luxury product, a luxury watchbrand, and a micro brand.
I, I know sometimes I've talkedto some of the guys and said,
hey, you know, uh, micro brandcan can seem as a derogatory
term uh, these days, but, um, alot of luxury brands are are
(05:42):
raising their pricesaggressively and Doxa has kind
of took a different approach.
You guys have relativelyremained accessible.
I mean, if you look at the sub200, you know that's about
$1,000 for a Swiss-made diver,what's been.
You know your approach to kindof being accessible and
(06:10):
obviously it seems like you guysare going for more of a bigger
push on e-com.
Or are you guys going to bepartnering more with your brick
and mortar ADs?
Jan Edöcs (06:16):
No, so it's an exclusive base, what a lot of
people do not know now.
Meanwhile, a bit more.
I mean, doxa started itspresence with diving watches
online only, and we started inthe year 2001 where the online
business in the watch industrywas even not existent.
And today, what we do, we walkthe same bridge as a lot of
brands, but we just meet in themiddle and a lot of brands are
(06:40):
trying to go to the onlinebusiness.
This is a business by its ownwhich we control and understand
very well, and we just meet inthe middle of the bridge, but we
walk the other side, down ofthe bridge and opening
exclusively retailers andretailers in a segmentation
which does not at all representthe mass market.
There we stick to our rootsthat we want to have an
(07:03):
explosivity.
Doxa has not only the history,doxa has a big advantage to have
a case shape which isrecognizable, with the cushion
shape also going back to thehistory and since ever, when you
go back in the 60s, doxa wasall the time known to offer a
lot of watch for a decent, veryfair retail price.
Blake Rea (07:23):
So we stick to this I'm sorry, I've turned my mic
off there.
My dog, my dogs, uh, you guysare in a very unique position.
Obviously.
You guys have a super, super,super large fan base, um, and
you have a very strongenthusiast community.
(07:44):
Uh, you guys have have stayedin your lane for quite a while
now.
Uh, do you see doxa kind ofjust staying in that niche
divers, colorful, fun, diversspace or are you trying to kind
of climb your way out andbroaden the uh, the product
portfolio to to reach a largermarket?
Jan Edöcs (08:06):
There's a larger market.
Listen, there's a lot of spacearound the water.
You can do a lot of things.
We're a bit more limited in thechoice of materials, but again,
we're not going to make pilotwatches and all this.
There's enough brands out there, but within the product range.
Just now, in two and a halfweeks, we're going to launch our
(08:27):
next new model, where I knowthe hardcore bass Doxa fans will
be pleased, and it's mixingwith cultures.
It's also to set up.
Doxa is going global, but maybea little bit in a different way.
Five years ago we just startedin the Anglo-Saxophonic market.
(08:47):
We could have sold right awayin the Middle East.
We could have sold right awayin Asia.
But you need to go further downin your strategy.
Just to think to sell on theshort term.
First you need to find theright partner and you need to
put a lot of effort into amarket.
Now certain markets are moreeasier for us, based on the
(09:08):
culture, for example, like inEurope, like Italy, like the
United States, where people havehistorically a reflection to
water in history, to themaritime history, to diving
history.
But there's other markets whichare not as developed and in
generational understandings, noteveryone stays so close to
(09:28):
water.
So it needs time to educatealso other international markets
.
And do that first before you goin, because it will be a
failure.
Blake Rea (09:37):
One thing that I've noticed that you guys do really
well is you guys have a greatstory I mean beyond having a
great product, and people reallyconnect with the Doxa story,
you know starting with GeorgeDukaman, and you know testing in
Lake Neuchatel with you knowwith Yakuza.
How do you balance, kind ofhonoring that past while making
(10:02):
sure the brand moves forward?
Jan Edöcs (10:06):
it's, it's to find the best possible way and we
still learn all the time tocombine the past with the today
and the future.
And in regard of products, withjacquie gusto uh, the swiss
army at the time in 1968, wheredoxa became the official uh
equipment watch for the diversin Switzerland.
(10:26):
Then we showed tribute, what wedid with Clive Kostler he was
our biggest brand ambassador inthe literary world which we
honored him not with a limitedcollection, no, it's a number
collection because we have a bigtoken and appreciation for the
family.
Also, with Dirk, his son, wedeveloped this product.
(10:47):
It has taken us really over twoyears.
It would have been easy just todo a new dial, but when I look
at the development, also withthe launch we had then in New
York in the New York Yacht Club,it was a real honor.
Also in regard of products andwith the Stonewash case, the
Stonewash bracelet, looking backto the Clive Costler books, the
history with Numa, that theboats which not only in the
(11:11):
literary world, in real lifeClive Costler was searching for
shipwrecks and so our target wasokay, stay loyal and try to
make a watch in his honor whoalso looks like being down in
the ocean for 500 years, and onthe paper this is vastly said or
(11:35):
thought, but do it in realityand produce the product.
And also there I think you canall the time do better, but with
this piece we could show alsoour capabilities in producing
products.
Blake Rea (11:49):
And was that your concept to do the Clive Kussler
kind of foundation watch withDirk?
Or was it something that theyhad approached you and you just
said, hey, let's revive thispartnership?
Jan Edöcs (12:02):
It was together because also the contact we had
with the family and first of all, it's all the time also
delicate.
Don't run too after in showinghonor.
If you do, you need to do it inthe right way.
Knowing that Dirk still goes onhis missions and shipwrecks and
knowing how much money can bevastly lost when you lose a
(12:24):
sonar and all this, I'm notgoing forward to hear.
I said listen, we need tosupport this and this has no
space with the launch for alimited edition.
It's numbered and we opened aproduct line for him and
hopefully for five, ten years,whatever it is, we can support
(12:44):
indirectly Numa and the familyand the hobby of his son.
So we keep something very niceand very valuable going on for
the future.
Blake Rea (12:57):
Yeah, that whole organization, numa, the Clive
Kostler Collector SocietySociety, such a passionate group
of individuals.
I know when Jacqueline did anevent here with them, I think it
was.
Jan Edöcs (13:13):
October Last year, I think Yep.
Blake Rea (13:16):
She actually invited me out to come so I got to kind
of see the whole brand from thatperspective and to see all
Dirk's friends and I was sittingat the same table with Dirk and
just to see how everybody wasso passionate about the brand.
Obviously she does a lot oftraveling by herself so she
(13:40):
wanted kind of a resident watchnerd.
So I'm here in Vegas so it justkind of was me driving up the
street to come to come help her.
Uh, but just to see howpassionate dirk was to see.
Um, I was, I was super curiousabout what happened to dirk's
watch and then, you know, thenwe talked about the whole story
(14:02):
on how it was lost and intransit.
Jan Edöcs (14:06):
And all this beautiful story.
Such a story you can't planahead of time.
It's impossible.
This only runs on emotions.
Blake Rea (14:16):
Well, that's just a part of the industry.
I mean, you never know what canhappen.
And I was curious because Iasked Dirk.
I was like do you, do you Ihope you have your your father's
watch?
And he was like no, I don't, Idon't.
I was super sad to hear that.
You know, I was like man, likethat watch is, uh, is epic and
(14:40):
uh, and I um the one that um,matthew McConaughey wore and the
movie went up for auction.
Uh, I think it was like maybein 2010, 2012,.
Uh, that one ended up sellingfor like around $1,500.
(15:01):
So I was like that's a prettyepic value for uh a movie worn
matthew mcconaughey, you know,uh dirk pitt, you know yeah
historical uh piece uh, which Ithought was kind of cool.
But that whole, that wholecommunity is so passionate and
to see everybody who walked in,you know they pretty much would
(15:23):
flash their docs uh at us, uh,and just to see how, how
passionate people were um aboutI mean, I know you've done
multiple different iterations ofthe the clive cussler um, I
think you guys are on yoursecond or third now, is that?
Do I understand that correctly?
Jan Edöcs (15:42):
yeah, so that the situation is now we've limited.
It was also our main target.
It's not that if those number,at least just to support.
And now for his birthday on the15th of july, it's just we
launched the 93rd limitededition and that's enough.
On in honor of his birthday, uh, may have our plans again for
this year and and at the endit's just really to show the
(16:06):
capability, what you can do, andreally also to support the
family, and that's it.
Blake Rea (16:13):
Yeah, and how I mean that seemed like based on my
understanding of that.
That whole partnership kind ofcame about organically because
he worked at a dive shop andwhen he went on to write his
books that that watch was a giftfor my understanding um like a
parting gift and then just kindof, uh, all of a sudden, just
(16:37):
kind of just wore it every dayand just fell in love with the
watch, and then it wasn't likehe became uh like a paid
endorsement, uh like guy for thebrand.
It just seemed very organicit's organic.
Jan Edöcs (16:53):
But also overall, when you go back in history,
this is what we're trying totell also our younger generation
and and not by far not everyoneis a diver, but people today
the younger, they can even notimagine to live without the
iphone.
A diver, not to have a divecomputer.
But going back to the 60s,diving watches was your safe
(17:18):
tool.
Your diving watch, mechanicalwatch, you were really depending
on the information you got fromdive watch.
You better have a good qualityand that where you can rely on
because you're life dependent inthose days on a watch.
And today, the youngergeneration, you need to explain
and despite of the mechanicalityof a product still maintaining
(17:44):
his rule, it's not like a newphone which loses its value in
two years because there's a newadaptation.
For us it's logical.
Unfortunately I'm not so younganymore, but if I even spoke
with my son, with my family, wemay think, oh, they know.
No, they don't know, they livea different life and that's a
challenge for Doxa.
But we have so much I don'tknow.
(18:07):
They live a different life andthat's a challenge for Doxa, but
we have so much I don't know ifyou say this now the US, we
call it we have so much meataround the bone, you know, yeah,
yeah, like Gosselaar, we haveother stories with the Swiss
army.
It doesn't stop where Doxa showsup, going back to the 60s and
70s, where, by free choice, thebrand was chosen to support
adventures, and at the time itwas only because it was a brand,
(18:30):
because people have reallygiven confidence to the quality
yeah, I can't disagree with youthere.
Blake Rea (18:40):
um, I did like a a huge Doxa history video and I
went down the rabbit hole andlearning about your Grand Prix,
the 1908 Grand Prix in Paris atthe Grand Prix exhibition Super
cool.
Jan Edöcs (19:10):
Ironically after I told that after I did the video,
I started, you know, lookingfor assets for the edit.
Oh, no way, I hear you all.
This is the watch that won itfor you guys.
Blake Rea (19:24):
So beautiful yeah congratulations I love it.
So as I was doing the thehistory video, I was like man,
this is such a a cool watch itjust it feels like it should be
in a museum, but I don't knowwhy it's here at my house.
Jan Edöcs (19:41):
But and then I started that you found it.
I mean this this is also what'shappening now, of course, with
the revival of Doxa.
I mean prices are increasing inthe secondary market that
people start to look forhistoric pipe pieces.
I just got back from Japan andI met the collector there.
Unbelievably the value he hasfor Doxa and, please believe me,
(20:06):
he's carrying other brands andhe is a collector and also
showed me some old pieces, uh,unbelievably nice.
So, yeah, I can't complain.
So I'm happy to, to, to, to, tobe encountered of, of, uh,
again, I repeat, a real historyyeah, you guys, I um, I also
(20:29):
went down the whole like eroticdial rabbit hole listen at the
time, at the time when you goback, there was no social media.
Sometimes I wish today wewouldn't have social media.
You could different.
You could do different things,which is not explored in two
seconds all over the world.
(20:51):
You're talking to a nationalcommunity, but still I remember
all of the other brands, whatyou could do in the 80s and the
90s.
So look at the design.
Very interesting, funny design.
Blake Rea (21:05):
I'll have to show you when we're done recording our
podcast, because I picked up oneof those too um, you guys have
kind of paved your identity andwhat really kind of.
I know this is silly and I foundmyself when I was doing my docs
of history video.
What kind of I leaned into alot is a lot of other watch
brands uh, just have orange dial.
(21:27):
Some of them have orange dialwatches just for the point of it
being orange.
You know, I'm really a huge fanof like purpose purpose built
tool watches and you guys had afunctional use for actually
having an orange dial.
You know, obviously, visibilityunderwater, you know, up to 60
meters.
But now you guys are reallyknown for having bold, colorful
(21:50):
watches.
Is that something that?
And you guys were doing itreally long before it became
trendy?
You know, but what would yousay about color?
Jan Edöcs (22:01):
that resonates so much with your identity.
In the 70s, in the 80s, it wasall about functionality.
The market bites on.
There was very conservative.
When I go back, I'm notmentioning brands, but everyone.
Oh, the Tiffany blue.
And the 80s, it was all aboutfunctionality.
The market bites on.
There was very conservative.
When I go back, I'm notmentioning brands, but everyone.
Oh, the tiffany blue, the newcolor.
Some journalists came out.
Hey, by the way, I look once atdoxa, since when they used
their aquamarine and so decadesin this color it's, it's a dna
(22:24):
factor since decades.
All the colors also have theirown names, like professional,
like the caribbean, like thediving star for yellow.
Uh, and there was functionalitybehind absolutely.
Blake Rea (22:41):
Um, you know, when you guys try and focus on it
seems like now you've been, youknow, with your.
You had a 200 release prettyrecently with the sub 200 t, and
then you had the sub 200 tdiamonds, yes, uh, I'm curious
uh about how to, how that kindof came to be it seems.
(23:04):
It seems kind of like uh, adeparture or a different type of
customer you're targeting there.
Jan Edöcs (23:12):
It's not at all a departure.
Of course we understood that.
Maybe the core base oh, what isthis?
So, first of all, going back,when we go back in the history,
we have other brands with veryfamous dive watches and
beginning of the 70s you sawthem already with diamonds on
the bezel.
So why can doxa buy?
It's all not doing that.
Now what people need tounderstand.
(23:34):
You approach internationalmarkets and what is nice, when
you see at the retail network ofdoxa, which is very exclusive,
we are not on a bc level in ourretail business, we are in
premium and this has a reasonmost likely, where doxa is
presented, doxa is one of themost affordable brands.
Now, a certain demand or certainregion like the Middle East,
(23:56):
that you can grow a brand.
You have end consumers.
They just do not buy a watchfor $1,000.
They love the brand, they justdon't buy it.
And you need to feed and youneed to adapt the local
mentality to your DNA and whatyou can make out of it, how far
(24:18):
you can stretch it, and a lotwhen you see, for example,
diamonds to 50, we stillmaintain the functionality of
the watch.
We do not have a full whitediamond.
We have sealed the 13-colorcolor stones and someone who
really wants you can turn thebezel and you still find the
functionality on this diamondpiece.
Now, I suppose not a lot of endconsumers will do, but this has
(24:41):
clearly given a signal incertain markets and like this
you become global and of courseit was more done for the Middle
East.
Logically, yeah, we're sellingthem.
So if I become, in theirlanguage, also a brand, and what
is smart with it?
We still have the cushion shape, we still bring our DNA to the
(25:06):
end consumer, maybe with a lightdifferent taste, and it shows
the flexibility also for thebrand and the product.
Again, for the retail price youquoted with the carrots you
have it.
Then they go again, yeah, butthat's very affordable.
So even on that level it's veryaffordable what we offer.
So this will not be the mainroute, but here and there we may
(25:32):
not position the branddifferently, of course not.
But uh, you adapt and you needto show your flexibility to
local cultures yeah, I guessthat makes sense.
Blake Rea (25:44):
I never really kind of thought about.
I mean, obviously you'rethinking about things from a
higher level and you kind ofknow the markets.
Um, in october I was inistanbul and you guys onboarded
a new partner there.
Some of my friends at abt satyes uh, and when I went there,
(26:04):
um, some of the guys there werebegging me to wear my watch to
istanbul, so I brought my sub300 and then, um, at the time
when we went there, they hadsome type of event and there was
maybe like 10 or 15 or 20people in the shop and and
everybody uh was super stoked toto see the brand for the first
(26:28):
time.
And then I found out that theywere getting ready to become a
dealer for you guys and now I'veseen that they now carry your
products and they're such a goodgroup of people out there and
it's cool to see how you guysare kind of jumping into those
(26:48):
markets because, uh, when I wasout there, there's been a lot of
talk about, uh, a luxury tax,um, where it's not on gold, it's
not on diamonds, it's just onwatches, which is so weird, um,
because to me I I love to buywatches in this sample um, it's
(27:10):
just they've got such a goodmarket there, uh, for the
products and uh, and I was sadto hear about that, but I also
was glad to see that theyonboarded you guys, because the
amount of the amount of likepositive feedback that came from
me passing my watch around andI I don't think I saw it for
(27:30):
maybe like an hour and a half,like I literally was like hey,
where the hell is my watch at?
And then I start walking aroundand some guy's wearing it, like
I'm just they said we are.
Jan Edöcs (27:41):
We are so happy to have them on board, but also
they have been waiting I dondon't know, for almost two years
.
And also this is a proof thatbecause we developed ourselves
region by region and region, wehad other really highly esteemed
customer.
They came to Geneva oh, I'mready, I want to place an order.
(28:02):
I said, listen, we're not yetready for your region.
And they said what do you mean?
I want to buy, I can no, pleasewait.
And this is a bit contradictory.
First of all, but once wechoose a retailer, we stick to
this relationship.
And when you see, for example,in the us for the moment you
(28:24):
have 17 point of sales.
We're not growing that businessin the US in retail presence to
be overloaded and to be onevery corner and most probably,
despite the retail price, tohave 200 retailers.
That's exactly what we are notgoing to do.
And today, the business modelwhen the sun is shining you can
(28:47):
sell a lot, not for dog sun.
But now it's not shininganymore the sun, now you have
rain.
And for me, a brand, despitemicro brand or a big brand, it's
all the time how you proveyourself when there's a rain out
(29:10):
there, not when the sun isshining and for us now, of
course, maybe a little bit moreeasier.
First of all, we defend theretailers.
That's why, also in Istanbul,for the one point of sight, in
Turkey, we will not overloadIstanbul or Turkey or the United
States, other markets with tensor hundreds of shops who won't
(29:30):
do it, because, like this, theretailer is also more motivated.
First, he has no competitiononline we are not selling to any
online platform and then, ofcourse, the retailer is more
motivated and at the end of theday, you can control your
pricing.
That's all about short-termbusinesses.
Pricing are falling.
(29:51):
If you go to mid to the longerterm, you have much more big
chances to control yourdistribution and to control
pricing, which at the end meansthe brand maintains its value.
Simple.
Blake Rea (30:08):
That makes sense and I've really like thought about
the economical side of it Togive you kind of, I guess, some
user experience For me.
It was really hard for me to gethands on with your watches
before I decided to buy one,okay so like I went to atlanta
(30:32):
and you know their mayors hashas an account with you guys,
and so I called it and I said,hey, uh, do you guys have doxes
on your website?
Like, how can I like what doyou have in?
Oh, we don't have them.
Same thing here.
And, uh, in vegas, watch theswitzerland like I ever watched
the switzerland, like 20 minutesaway from my house, and you
(30:55):
know they sell your products butyou just you can't get hands-on
with them.
Um, and so that that becomes, Iguess, an auxiliary challenge
that people want to get hands-onwith their product.
People want to see, of course,product and watches are kind of
(31:16):
like, uh, they're becoming kindof like shoes, right, like, a
lot of people don't buy shoesonline because they want to try
it on, you know, and uh,obviously watches being a little
bit more expensive than a pairof shoes, but you do have that
longer sales process that has tobe kind of filled.
So how, how are you guys gonnakind of, uh, I guess, address
(31:38):
that?
It seems like now you guys aregetting a little bit more active
in the community in terms ofgoing to, to festivals and
things like that it's not active.
Jan Edöcs (31:46):
It's again in exclusive retail presence, first
when we started, and also inesteem collaboration with watch
of switzerland.
First, the first two years wedidn't take any other retailer
we could.
We didn't.
First we wanted to learn and welearned a lot in the
collaboration.
Now, and from that moment on,it's to balance off.
We started also withindependent retail.
(32:08):
I think as of today we have 17doors in the US this year with a
great team we have in the US,also in the lead of Jackie.
We may open another 13 to 15.
That's it, and the touchingfeel on retail is important, but
(32:28):
it's easier to choose the goodpartner instead to go everywhere
than the touch and feel isgranted, but where service,
where the environment, where theexperience is not valued enough
.
So we decided for the other wayaround, may go a little bit
longer, but I believe this willbe more valuable and more solid
for the long term longer, but Ibelieve this will be more
(32:52):
valuable and we're solid for thelong term.
Blake Rea (32:53):
Yeah, let's talk to you about uh.
Obviously, when you took overin 2019, you know, 2020 covid
came around and it kind of shookthe whole industry.
Um, it seems like the entirewatch industry had a lot of
supply chain issues.
So I'm curious, kind of, totake a step back and talk to us
(33:13):
about how Doxa kind of navigatedthose supply chain issues and
how did it bring you to be astronger brand?
Jan Edöcs (33:22):
now so well, listen, this was.
I cannot say it was fortunate,that's the wrong saying.
But in the beginning of the 20swe just started to open up for
a street tailor, but of courseour online presence with our own
website was ready.
So I never had believed thatsales were so much increasing
(33:45):
through that problem.
So we as a brand could clearlybenefit of it.
Through that problem.
So we as a brand could clearlybenefit of it.
And with the supply channels,on the same time not going too
much detail, but also with theowner's family.
We know produce watches, wereally understand the supply
chain and we're producing in thefamily over 50 years watches.
(34:07):
So it was a challenge but wasby far not a massive problem.
And also, to be honest, in 220,our volumes were also not there
yet to be defended, which hasstarted, so it was by
(34:30):
coincidence, at the end of theday, not bad for us.
Blake Rea (34:35):
You're starting to see now, with a kind of push for
more of a consumer consumerownership.
What I mean when I say that is,let's just say, I buy a doxa
from windsor, right, windsorjewelers those are good, good
friends of mine.
Um, I'm not a doxa customer ina weird way.
I'm a windsor customer, that Iown a doxa in a weird way, and
(34:58):
that's the reason why I'vetalked about in the past these
eight you know these, thesebrands are opening their own
corporate boutiques and thereason why brands are even
pushing for in-house is for thatexact same reason.
Because if you develop anin-house caliber, you're not
going to send it to a watchmakerto get a service, you're going
(35:21):
to send it back to the brand.
From my perspective, it's notsomething that I see Doxa really
kind of participating in,because you want to keep that
value proposition high and costsdown.
But do you ever see Doxacreating an in-house caliber or
(35:41):
going into that whole direction?
Jan Edöcs (35:43):
No, why should we?
We get this question a lot andthen it's very simply explained.
A real diver's watch doesn'thave a see-through and if I want
to create my own movement thenat least I would like to be able
to show it.
But a real diver's watch,maintaining the quality, if you
would like to have a see-through, your watch would be very thick
(36:07):
to maintain the functionalityof it.
So for doxa, the functionalityis the main issue.
It's not about we have verysolid movements and and uh, but
it's not something which endconsumer is asking us oh, and
even decorate, I will move itwithout the see-through, but
it's not the main.
(36:27):
Propose and if I would go out,oh, I have my caliber, you
mentioned the sub 200 per 1000,oh, I have my.
I have now my own movement andI'm asking you 4000, what would
happen for that?
Please go to other brands.
This is not I.
I I should not try to compete.
(36:48):
And there's beautiful products,there's beautiful brands out
there in a price range for fouror five thousand.
That's not where doxa is going.
And because the demand is notthere.
And still, when you see theretail network now you mentioned
windsor 75 to 80 percent of ourretailer.
All the information isavailable.
They have premium brands, themost expensive brands, which
(37:13):
they decided to take on Doxa,which is very great for the
image of the brand.
The reason behind was also anend consumer, as you said, can
be with Wimpsun.
Maybe they're walking into thestore not with the idea to buy a
Doxa, but they walk out with aDoxa.
Still today, these customers,for how long they wait until
(37:36):
they get served, it's a greatfeeling.
They walk in First of all, areyou allowed to get your watch?
Oh, you need to fulfill alreadymany, many lists.
And second, you are allowed topay in advance?
Oh, thank you very much.
And then, thirdly, oh, you willbe delivered in one to two
years.
Great, the customer is happy andhe needs to wait.
(37:56):
So he's walking out the storewithout a watch.
Now Doxa comes into picture,even though they know, they
heard about or they even didn'thear about, but the premium
brands they're helping also usbecause Doxa is something with
the cushion shape which isrecognizable.
It stands for a DNA.
It's not difficult to explainDoxa.
(38:17):
Then the end consumer gets awonderful presentation of the
salespeople because they havethe interest not to let the
customer walk out without thewatch or just with a goody gift,
and then they start to know thebrand.
At the end of the day they willask okay, what's the retail
price?
it's 1500, so make me pardon howmuch yeah, like saying and
(38:45):
despite the end consumer and weknow a non-matching brand we
have a lot of a big fan base fortheir so-called second watch
during the afternoon on thebeach.
They're a premium brand.
They'll never wear it in theafternoon.
And meanwhile we knowPolitically we're issuing no
(39:06):
problem.
We're not in a group, we're afamily business.
We're not in a group, we're afamily business.
We're not taking business away,we're adding on business to
certain clientele, which thenthe retailer is happy, we are
happy, the market is happy andlike this you can gradually grow
your business, because ourbiggest ambassadors it's not we
(39:30):
as a brand, but we put as moneyin as advertising.
Blake Rea (39:35):
It's our end consumer and it's our retailers.
Yeah, I mean I couldn't havesaid it better myself.
A lot of times when people askme what the best value in
watchmaking.
Jan Edöcs (39:55):
I refer to the sub 200.
Blake Rea (39:56):
I personally also have the Sub 200, the limited
edition that you guys did withArt of Time.
Yep, when Jackie was here, Ipurchased that watch and I got
my serial number, my birthdayand my dad passed away on the
22nd, so I have the 22nd of thatwatch.
Jan Edöcs (40:12):
You got your number.
Blake Rea (40:13):
Yeah, I got my number and then it's just such a
beautiful watch.
The dial is insane.
So, yeah, I'm super happy withthat and I brought it to the
Clive Cussler event and Jackiewore it for the whole event
because she had never seen itDid she give it back to you.
I had to beg her to get it back, but eventually I did get it
(40:39):
back.
Okay, good.
Jan Edöcs (40:41):
I'm just joking.
Blake Rea (40:43):
You know how much she likes that watch.
I'm sure she's told you.
Jan Edöcs (40:47):
Well, listen, be pleased what's coming out, but
it exactly reflects the Alsolisten, we still also have a lot
to learn, but I think we didn'tdo heavy mistakes in the last
five years.
And also you mentioned it atthe beginning of our
conversation no significantprice increase.
I think in five years weincreased the sub 200 for $100
(41:10):
because the moving price went up, but in relation, it is not
every year 10%, 10%, 10% becauseit brings your product into a
different price range and youalso need to be reasonable for
the business.
I'm too long in this industrywhere I've seen a lot coming and
a lot going.
I'm too long in this industrywhere I've seen a lot coming and
(41:31):
a lot going.
Don't compete as a smallboutique brand to big marketing
budgers.
You will just fail.
And this starts with watchesretailing as a four or five
thousand.
It's going up the end consumer,then the one who explained to
you, then another processprocess starts to happen in the
brain of an end consumer.
But I heard a lot oh, the firstprice level from $1,000 to
(41:57):
$3,000, that's the deadly zonein the watch industry.
Well, talk to them today.
Who told this two years ago?
Blake Rea (42:05):
They would be happy to be back there years ago, they
would be happy to be back there.
Yeah, I mean you, you guys, andwas where?
Where was the strategy thatcame that you said, hey look, we
want to have a watch.
And some watch brands theyreverse engineer, they say I
want a watch that's a thousanddollars, build it for me.
Right, I want to.
I want to target the more entrydoor to Swiss luxury.
(42:29):
And then, you know, the sub 200came right.
Is that how it happened for youguys?
Or where did you decide to stepdown into trying to get a watch
around $1,000?
Because it's.
Jan Edöcs (42:44):
In understanding our business.
There's a lot of people outthere.
They have, as an end consumer,a lot of experience in
collecting watches, all this,but in producing watches this
doesn't start in the paper youmentioned.
You need to know your supplies,as from the beginning you know
what this product more or lesswill cost and then you can fit
okay.
(43:04):
But if you start in paper, I'llput this on this retail price
and then I will see it can'twork directly like this, because
you know exactly the margins weas a brand, we need.
We know what the margins ouresteemed retail partners need.
So that's based on experience.
To to we also had beautifulideas.
(43:25):
Beautiful, which is.
Then I immediately knew thiswill be too expensive for the
market.
We will get, we will getcomplimented.
Finally,dum-dum-dum-dum-dum-dum, but too
not affordable.
I'm entering another market.
So, whatever we do, that's whyI'm so excited now where I think
(43:47):
we will scratch the marketagain heavily in regard.
Blake Rea (43:52):
How are they capable to do this one now again, how I
yeah, I, I asked myself that youknow, and I it seems like is is
that, is that the strategy thatyou want to get people into the
ecosystem for doxa at the sub200?
And then, oh cool, let me get asub 600 or let me get a sub 300
(44:13):
, t or like, is that that has tobe the strategy, right?
Jan Edöcs (44:17):
first of all show tribute to, to, uh, to the brand
and the past.
Now the challenge is if, if Italk to collectors, they don't
see the brand extremely the sameway like now the younger
generations.
And when you go on social media, sometimes you get a lot of
compliments and the hardcoredivers oh how could you do that?
(44:37):
But then they don't think aboutthe younger generation.
The younger generation have adifferent approach and from our
end consumer, if we have 20percent who are real divers,
then this technically wouldstill be a high number.
We have desk divers.
We have a next generation.
They look at it differently.
And if I talk I mentioned thisin some interviews if I go to a
(44:59):
20, 25-year-old guy and I'mmentioning the name Jacques-Yves
Cousteau, his answer will be isthis a new player from Paris
Saint-Germain?
So, and that's so.
You need to be cool.
You'll be fairly priced.
You need to have a history.
Bring out the fun product whichfulfills your need, which is
(45:22):
something which you can affordin your pocket, and then you
grow from there and people won'tforget and the functionality is
there and Doxa is fun.
Blake Rea (45:34):
Indeed, it is, especially with all the dial
colors.
Um, you guys have experimented.
Now you have the sub 300 carbon.
Um, you have the, the beta, andyou guys are kind of having a
little bit of fun and still kindof sticking to your core, uh,
your core, uh, silhouette, yourcase silhouette.
(45:56):
And you know, if you look atnow the, you did a sub 600, I
believe, in titanium at onepoint how?
how has that kind of shaped theway that you guys develop
watches in the future?
Because I know working withtitanium is super hard to do.
I know working with carbon is apain in the ass.
Jan Edöcs (46:20):
So this is exactly where you reflect the carbon,
the sub 300, when you see thatthe case by itself is only
weighting 44 grams.
So this is exactly also thenconsumer wants to go to a
retailer.
I'm not buying this online.
What does it mean to have 44grams on my wrist, you know, as
a watch case?
So that's exactly where youcombine the past with the future
(46:41):
.
Salt water unfortunatelydoesn't love every material, but
the carton does.
It works with a titanium caseand you can still explore roots
down there.
So it is not on one side thatwe just open up the history
books.
We can pay tribute, but tocombine it with the today and
(47:02):
tomorrow, of course you talkabout different materials can be
different new designinterpretations where you can
technically still recognize anolder model, and this is what we
will launch now, in three weeks, exactly where we played with
the history going back, but theproduct is completely something
(47:24):
new.
Blake Rea (47:26):
You guys are launching that near Watches and
Wonders, is that right?
Jan Edöcs (47:30):
Yeah, so we're outside.
We are also, since after COVIDwe're all the time at the
Borybosh Hotel and people knowexactly where to find us
Meanwhile become our home duringexhibitions.
I'm very happy to be there.
Nice view on the lake, notgetting green, and we can enjoy,
(47:50):
hopefully, the nice weathermuch.
It's all the time a battle whatto expect.
In Switzerland Last year wasgreat, but the year before we
had snow, so this is not in ourand enjoy hopefully the nice
weather march.
Blake Rea (48:00):
It's all the time a battle of what to expect.
In Switzerland, Last year wasgreat, but the year before we
had snow, so this is not in ourhands.
Yeah, I'm looking forward.
Jan Edöcs (48:06):
I'll be at you guys are having a cocktail party at
the Beauvau Raj April 3rdexactly.
Blake Rea (48:10):
Yes, I'll be there.
And then, yeah, I've got anappointment with you guys to see
the new novelty.
Jan Edöcs (48:17):
I'm very happy to meet you there.
It's also when, you see, weextended now our presence there.
This is also, you know, in asmooth way.
We started one suite, then wetook a second one and now we
expanded our presence to a thirdone.
I think now half of the hotelfloor is now Doxa, where we
implement.
Also, we're going back and youwill find a museum there.
(48:38):
When you walk in in one suite,you start in 1889 and you will
end up in 225.
Blake Rea (48:45):
Wow, that's going to be awesome.
I'm super excited.
This is my first time coming toWatches and Wonders, so I don't
really know what to expect.
I know I need to sleep a lotbefore I get there, uh, so that
way I can survive because of thecraziness it just depends, how
many days beforehand you arrive.
(49:07):
So yes, I, I fly out on the 31stand I arrive on the first, and
then I'll be there for 8 daysand I guess you could say that
I'm lucky, because there's beenan illness going around in my
household.
So, like last night, I was justlike cooped up in bed like this
.
I'm like, oh shit, well, atleast I got it now and not in
(49:29):
Switzerland but okay, of courseyou have 9 hours time difference
.
Jan Edöcs (49:34):
that's more hard to take it on than six hours.
The East Coast is a bit easier,but nine hours yeah, I was just
in Japan also had eight hours.
That's where you start to feelthat firmly you're not getting
younger.
Blake Rea (49:49):
You guys have a few accounts in Japan too, don't you
?
You guys have a few accounts inJapan too, don't you?
Jan Edöcs (49:54):
So Japan is just to be announced, very soon.
Also, since two years, peoplesaid why are you not in Japan,
please believe me, we could havebeen and we're preparing now
the market entrance the same wayas we do everywhere else.
Very exclusive, please believeme.
(50:14):
But the retail browser choosingDoxa.
There's almost not a better waywhich you could do.
And when you just want to entermarket fast, you will not get
the good ones in the beginningand the good ones.
There's a reason why you supposethey're the good ones.
They're the strong ones, themost solid ones, the most.
And the good ones.
There's a reason why yousuppose they're the good ones.
(50:35):
They're the strong ones, themost solid ones, the most.
Because these retailers, theyhave been following us since
five years and it's like as abrand and to be patient.
This can also cost you money onthe short term, but it's like a
train leaving a station, thefirst retailers they will jump
(50:56):
on.
And if a brand decides to sellto those retailers in the first
lagoon on a train leaving thestation, then you go much more
into the mass.
But I promise you the good onesthey will follow this train
First.
They will see, okay, how muchpatience they have.
What are they doing in theyears to come?
Are they solid?
(51:16):
What are they telling?
But when they see that thetrain leaving the station
remains with the last two, threemagoons, and then the train has
come, what is happening then?
Blake Rea (51:28):
That's pretty deep, pretty deep, no pun intended,
pretty deep, no pun intended.
I'm curious about, maybe, yourtake on the industry a little
bit.
You're starting to seewatchmaking trends that are
overhyped.
What is a trend that you thinkis overhyped currently?
Jan Edöcs (51:52):
You know what the trend is.
Every five to 10 years it goesback to the same what it has
been before in distribution.
Economically, to watch industrynow, not for Doxa.
Now, of course you have someeconomical challenges globally.
It's not easy, but our industry, beloved industry, is very
Christ resistant.
So you have a lot of dreamersstepping in when I told you,
(52:13):
when the sun is shining and hereI'm not talking just swiss
brands who anyhow will make itand appreciate, but you had a
lot of dreamers in the last year, stepping into the markets,
so-called to pretend I sellonline.
Uh, let's see where they willbe in two, three years.
But it's going back.
Uh, it's going back and you seeit, despite the changes with
(52:38):
the upcoming social media andall this, but the business rule
maintains the same.
So now, the next one to a year,you will see a little bit of
clean out and then the zone isgetting back.
Blake Rea (52:51):
I'm also curious because of consumer patterns,
especially in the watch industry, are changing rapidly.
What do you think the biggestopportunity for Doxa is in the
future, considering that theconsumer buying patterns are
changing?
Jan Edöcs (53:09):
So that we are still at the beginning stage.
A lot of end consumers they donot know us yet.
That we are still at thebeginning stage.
A lot of end consumers, they donot know us yet.
So the the degree of potentialend consumer despite, we will go
our path.
For us, sometimes, for my teamand all this, it's, it's, it's
uh with doxa and with the designyou can't forget.
(53:32):
There's again a lot of peopleout there they don know, they're
just on the way to discover.
And when I see the numbers wherewe increased our business, when
we start to 20, where we standtoday, it's a very nice growth,
but it's an organic growth andit's not a crazy growth.
And let's see where we are inthree to five years.
(53:53):
And we started five years ago.
That's why, in 2020, with onepoint of sale globally Today we
have 180 globally, but very goodones, and I know exactly where
I will limit it one day globallyand Doxa will never have 500
(54:13):
retailers globally and Doxa willnever have 500 retailers, but I
can tell you the three to 350swe have globally will treat them
very nice and they will do goodbusiness and will keep the
exclusivity on a certain extent,of course.
Granted, I will never own aprivate jet, I don't need to,
I'm happy.
(54:33):
Also, the family, but we have abusiness which we can control,
where we are proud of andcreating a family, and this
gives a brand, a karma, whichyoung people like a lot.
Don't come and go, be stillaround.
Blake Rea (54:53):
I think that's the right approach, because a lot of
the the brands they just sayhere's our product, go sell it.
But it's more than that.
It's it's educating the salesstaff, is supporting the sales
staff is, I mean, thankfully,you guys can, can buy straps on
your website, but you know otherbrands they don't.
(55:14):
They don't do that, or um.
So it's a very collaborativeprocess between the rep that
you're working with and thesales professional, um and
you're.
You start to notice that thebrands that really embrace
education, supporting the salesstaff and and giving that that
(55:37):
value prop and are passionateabout the brand, those are the
brands that do well.
Jan Edöcs (55:42):
Yeah, and don't be too much pushy.
And again, stick to yourpartners.
You're not allowed.
And again, not that my childrentell me I'm already like a
grandfather I'm not, pleasebelieve me.
But I'm telling them listen,our industry, the world is small
, and never forget also theother people.
(56:04):
You will meet at least twice inour industry.
Don't take everything out inonce.
You will meet twice.
Now you can do out of it whatyou want.
Blake Rea (56:21):
So I have two more questions for you, because I
don't want to take up too muchof your time, one of them being
a leader in the industry, andthe watch industry has shifted
so much, much, especially withinthe past five years.
I look back five years and Ijust say, holy shit, the
industry is totally differentnow than it was then.
(56:43):
So and I know you don't have acrystal ball, but you know, if
you did, what do you think inthe next 10 years?
You know would be a major shiftforward in the watch industry a
major shift in the watchindustry.
Jan Edöcs (57:03):
I think that, uh, when we see about the value I'm
talking especially about theswiss watch industry right, this
will even become stronger.
And I think there's a certainand I'm talking now about our
(57:23):
end consumer people, the youngergeneration, they're getting
more and more affected about thehealth, the good living,
work-life balance Sometimes itdoesn't help in the office, but
it is Right but also theresponsibility they carry for
our planet.
And there, when you see theconsumption behavior for the
(57:45):
moment, what all needselectricity.
You can have your smartwatch,you can have your phone, you can
have electricity.
Smartwatch you can have yourphone, you can electricity here
and there.
And when you really go furtherdown, just now, of course I need
to defend my industry, but amechanical watch which still
rolls on the same technicalideas 200 years ago, which has
(58:13):
changed the silicon with thething materials changed, but the
idea of mechanical movement isover 200 years ago, which has
changed the silicon with thething materials changed, but the
idea of mechanical movement isover 200 years old and this is
not eating up electricity.
If you treat your watch well,you don't need to charge it.
It doesn't take anything awayof this planet.
And I think there the watchindustry has a lot to play to
(58:34):
short-term consumption, becausea product which we produce with
other brands maintains its value.
It's not getting old, it willeven increase in value as an
item, but it increases also invalue emotionally.
So I'm not at all worried aboutthe swiss watch industry.
(58:55):
That's yeah I, uh.
Blake Rea (58:58):
I personally I'm not either.
Uh, if you could predict thefuture of dive watches now, uh,
where do you think the industrywill be in the next five to ten
years?
Jan Edöcs (59:13):
it will be.
It depends.
There's a lot of brands.
They they have one called alsodive watch in their assortment
and then they have the pilotwatches.
Whatever how far they willstick to to to please to try to
take the approach, please anyone.
That's their decision.
I think the amount of divewatches I call it dive watches
(59:33):
equal sport watches.
I think the amount of divewatches I call it dive watches,
equal sport watches willincrease because we have a lot
of markets that are not yet inthe water.
For example, an importantmarket for the watch industry is
China, but diving people do notgo into the water there, it's
(59:54):
just the young generation.
And so China is what kind ofmarket?
Why did I decide not to go toChina?
It will cost me a lot, a lot tobring nothing against Chinese
to bring them into the water.
They will come.
Japan is different with theirmaritime history, so I think
(01:00:19):
there's still a lot of potentialfor dive watches, sport watches
, which sticks to a fair priceto look sporty and sporty to
adventure.
It doesn't need just the water.
It can be different, but thisdemand will increase yeah,
(01:00:43):
amazing um.
Blake Rea (01:00:45):
Final one is, and I think maybe you've probably
already summarized it, butthere's going to be some people
that are listening to ourpodcast that may may have never
gotten hands-on with a doxa ormaybe not familiar with the
brand um, and if you couldessentially summarize the value
(01:01:06):
you know, your, your, your ethos, the doxa ethos, to them, how
would you do?
Jan Edöcs (01:01:12):
so.
So it's simple Go back to theroots.
Over 50 years, doxa was of thefirst.
It was not the first divingwatch, but we were the first one
with the helium wall who, inthe sixties, put so much effort
into make diving watches muchbetter in regard of
functionality.
And and still today it's a toolwatch.
It's a functional watch.
Have fun with it.
It's not overp tool watch, it'sa functional watch.
(01:01:34):
Have fun with it.
It's not overpriced, it's solidand it will be your companion
for decades to come.
If you like it, then you'rewelcome to discover it in one of
our retailers, online, whateverand just go there and touch it.
And once you touch the product,then you can make your own
(01:01:55):
opinion.
And I would be really surprisedif someone would tell me
pricing design doesn't match ina fair relation.
Blake Rea (01:02:07):
Yeah, I couldn't have said it better myself,
especially when you look at thevalue between the 300T and the
200.
I mean, like, come on, you know1,200 meters or water
resistance.
Like you just can't beat thatfor the 300T, considering it's
less than two grand, you know,yeah.
Jan Edöcs (01:02:28):
And again, it's going back to solidity.
Technically, you could askyourself who can find out who is
timing for two, 300 meters.
Technically, you could askyourself who can find out who is
timing for two, three hundredmeters.
Listen, it's at the value formoney and money for value.
It's both this and this is ourkarma.
And then, on top of it, to havea certain exclusivity, this
(01:02:52):
depends then on the aura of anend consumer.
Do I want to buy a productwhich is I step into a
restaurant which is consideredas a fashion brand and I can't
distinguish myself between,because Doxa is also a karma
watch you give something out of.
If you wear it, it stands foryour character, it stands for
(01:03:14):
your.
What do you want to show toyour environment Not only to you
, of course.
That depends on the personality, but you give a certain signal
to your environment, which then,I tell, will be very positive.
But this is up to everyone'sown decision.
Blake Rea (01:03:37):
Thank you so much for spending just over an hour with
us.
I thoroughly enjoyed this.
Um as I'm.
I said at the beginning of thepodcast, I'm I'm a super doxa
fan.
I think it's one of my favoritefavorite watch brands.
I don't I.
You can go back and listen toevery single podcast I've
recorded and I don't say thatvery often.
Jan Edöcs (01:03:56):
I really appreciate, like really really we appreciate
and we welcome you with openhearts to our booth.
Blake Rea (01:04:04):
I will certainly be there.
I will certainly see you herein the next couple of weeks and,
yeah, anything you need from me, I will always be a fan.
Jan Edöcs (01:04:16):
Thank you very much for your support, also to your
audience.
I was very happy to have thisconversation already with you
and I'm sure it will be followedthen with our new launch.
It will and I'm also lookingfor the hardcore Doxa fans that
they will get a nice goodie I,yeah, I'm looking.
Blake Rea (01:04:38):
I'm looking forward to seeing the new release.
Um, I'm definitely going to becovering it.
So, uh, we are a couple weeksout, so by the time this podcast
drops, uh, I will have alreadygotten hands on with it, and it
will, uh, there will already bepress out there.
Jan Edöcs (01:04:54):
So, thank you for coming on, y'all, I'm glad to
have met you and have safetravels, and it was good talking
to you yeah, yeah, I'll see youon the other side thank you
very much.
Stay well regards vegas.
Bye.
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