When the news broke three years ago this month that Rolex would acquire the world's largest luxury watch retailer, speculation ran high — from Bucherer transforming its entire network into Rolex boutiques to Rolex continuing to acquire more retailers and build its own network. Either way, the acquisition was viewed as a masterstroke for Rolex, which was expected to gain the most. Three years later, the evidence suggests the biggest winner may instead be Bucherer.
Even before the acquisition, Rolex was selling almost every watch it made and exercised tight control over its retailers, with contracts governing every aspect of the retail experience. It's unclear whether the estimated four billion francs Rolex spent to acquire Bucherer has done much to elevate that experience or boost demand, which was already strong. In its stores, Bucherer has neither abandoned competing brands nor shared their commercially sensitive information with Rolex. Under a so-called "Chinese wall," Bucherer says only highly aggregated data is sent to Rolex headquarters in Geneva.
Bucherer, which now receives the financial backing of the world's most powerful luxury watch brand, is in a dream position for a retailer. "We have big ambitions and have never had so many projects as we do now," Bucherer CEO Guido Zumbühl told a Swiss business magazine last week. Around 40 boutique renovations and openings are in the pipeline. In June, the retailer opened the world's highest watch boutique, located atop a mountain in the Alps, which was entirely Mr. Zumbühl’s idea. Luxury retail experiences require money, and Bucherer now has plenty of it. "Having Rolex behind us was the best possible succession plan for Bucherer," Mr. Zumbühl said.
For Rolex, whose image remains its most valuable asset, owning Bucherer now carries risk. If the retailer or its public-facing employees fall short in any way, they become a liability for the brand’s image. Rolex CEO Jean-Frédéric Dufour said at Dubai Watch Week he is not interested in buying another retailer, describing the experience as a learning curve. "We have no intention of growing further than that," Mr. Dufour said. "It was an opportunity, and we had to do it. Now we are maybe understanding the retail business a little better, and that is a good thing."