In Chhindwara, a tier-3 market with limited organised retail, Rishab Duggad has steadily expanded Kamtiwale Jewellers from a single-floor showroom into a multi-level format approaching 12,000 sq ft, positioning the brand towards higher-value, premium retail through local market intelligence.
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Your brand carries a long legacy, but your current scale has come from decisions taken much later. How did the modern chapter of Kamtiwale Jewellers really begin?
Our roots go back to 1905, but the turning point was 1996. That’s when my brother and I expanded from a 150-square-foot legacy shop into a 1,500-square-foot showroom in the main market. That decision changed our customer base, because it pulled in buyers not only from Chhindwara but from neighbouring talukas as well. In 2012, we took an even bigger bet by moving outside the city and creating a 3,500-square-foot format. For a Tier III town, that was a bold step, but it worked because customers here respond strongly to trust-driven brands that show long-term commitment.
When you say “trust-driven”, what sits behind that from an operational standpoint?
In Tier III markets, customers expect absolute clarity on purity and valuation. So, from a very early stage, we put systems in place that even metro retailers adopted much later. We introduced barcoding, fixed billing, and a full compromise-free system almost 20 years ago. We also invested in a caratometer back in 2012 and a melting machine so customers can see purity tests in front of them. Our philosophy is simple: if a customer is selling old gold or exchanging ornaments, no ambiguity should exist. That level of transparency is the real differentiator in smaller towns.
“From a very early stage, we put systems in place that even metro retailers adopted much later.”
You mentioned customers from multiple districts. What drives that kind of regional pull?
Chhindwara is tier-3, but the catchment is huge. People from Baitul, Saunsar, Parasia, Seoni and even Nagpur come to us because we have maintained the same behaviour and commitment across generations. We also take consultancy for staff training and operations. Earlier, customer handling varied from person to person; now, our CRM system, recruitment process and ongoing training ensure that the experience is consistent no matter who is at the counter.
Let’s talk about your product strategy. How do you manage inventory for a Tier III customer base that has very different buying triggers?
Tier III customers are practical buyers. They respond immediately to value, clarity, and design relevance. So, we refresh our running designs every 15 days. If the demand swings towards lightweight gold, we scale that category. If customers ask for heavy bridal pieces, we adjust stock accordingly. We’ve built vendor relationships where many designs are made specifically for our clientele — that is why our product doesn’t look generic.
Your marketing campaigns seem hyper-local and very aggressive. How do you structure them?
We run large-scale campaigns only when we can execute them transparently. For example, last year we tied up with Kisna Diamonds and conducted a diamond jodi campaign where the gifts included a car, necklace, and foreign tour packages.
You’ve also leaned into digital strongly. How has that changed your business?
Every draw was done publicly. After this campaign, out footfall went up by about 20–25 percent. In small markets, customers don’t forgive ambiguity — so transparency in campaigns is more important than the campaign itself. Digital shifted our customer communication entirely. Three years ago, we hired a dedicated agency to manage Instagram, Facebook and reels. Today, almost every young customer walks in after seeing something online. Digital also strengthened our CRM. We now maintain complete customer records through our jewellery software and follow up daily, whether for birthdays, anniversaries or reminders. Earlier, footfall depended on market cycles. The sales have gone up by 15-20 per cent since we have introduced digital marketing.
“Our philosophy is simple: If a customer is selling old gold or exchanging ornaments, no ambiguity should exist. That level of transparency is the real differentiator in smaller towns.” ext phase of growth?”
What is your segmentation like in Chhindwara? How do you balance middle-class buyers with a growing high-end segment?
Middle-class families form 75 percent of our base, so value-driven gold is essential. But about 25 percent is high-end, and diamond demand is rising. That’s why we are expanding upward — our current showroom is 3,500 square feet, and the next two floors are being developed with a high-end focus. In Tier III markets, luxury buyers want exclusivity without leaving the city. We want to give them that.
First, completing our showroom expansion. Second, district expansion — not metros yet. Tier III still has deep potential if we build local relevance with discipline.And yes, e-commerce is on the roadmap. Once our digital app is strengthened, we will take that step.
By Maithili Patange
The Retail Jeweller India Magazine
