GENEVA — Christoph Grainger-Herr was running behind schedule. It was lunchtime on the fourth and final day of the Salon International de la Haute Horlogerie, the fine watchmaking show better known as S.I.H.H, held last month in Geneva. And the IWC stand, where we were scheduled to meet, was crowded, as it had been all week.
Over the last few days, famous faces from film, music and sport tied to the brand (among them Rosamund Pike, Dev Patel and Juan Mata) had crossed the threshold. This year, IWC has a new collection of pilot’s watches so it has been emphasizing aviation. Influencers and smartphone-wielding patrons jockeyed for position around a gleaming chrome IWC-branded Spitfire that all but filled the atrium. (Later this year, that same plane is to attempt an around-the-world flight, a journey never made before in a Spitfire.)
So there were a lot of people for the brand’s genial chief executive to meet and greet. Full of apologies and only a few moments late, Mr. Grainger-Herr breezed into our meeting room, decorated as a sort of officers’ mess with model airplanes and sofa cushions made to look like pilots’ uniforms.
Now 40, Mr. Grainger-Herr joined the recent crop of younger watch industry chief executives when he succeeded Georges Kern (now at Breitling) in April 2017. He has an unusual background for a watch brand boss: A German national, he studied interior design at Bournemouth University in Britain and then worked as an architect before joining IWC in 2006.
He was closely involved in the design of IWC’s Manufakturzentrum, the 145,000-square-foot manufacturing center that opened in August just outside Schaffhausen, Switzerland, and houses 400 skilled workers.
“Yes, it’s quite unique,” Mr. Grainger-Herr said of his path to the top job. “But I think that architecture, watchmaking and being a watch brand C.E.O. have a lot in common because when you look after a brand, the most important thing is having an absolute instinct for what is on-brand and what is off-brand.”
He was dressed in a sharp gray three-piece suit with a white shirt and a striped tie, a combination that he joked might have been better chosen when asked about being part of the solution to Johann Rupert’s “gray men” — a critical reference the chairman of Richemont, IWC’s parent company, made in late 2016 about the composition of his senior management team at the time.
Mr. Grainger-Herr said IWC employs around 1,500 people worldwide, 800 of them at the company’s Schaffhausen base, on the border with Germany. He, like many of the younger generation of brand leaders, has a management style that sounds more Silicon Valley playbook than head of a Swiss watch manufacturer founded in 1868. Employee welfare and sustainability are top of the agenda.
“We have a very open and transparent culture now,” said the man who likes to be known as Chris (and has almost 25,000 Instagram followers). “I encourage all my colleagues, first of all, to make sure they look after their own balance and health.”
Mr. Grainger-Herr cites the seven IWC teams that were involved last year in the grueling, 600-mile Tortour ultracycling race around Switzerland as an example of initiatives intended to enhance the health and productivity of IWC’s employees. Other efforts: Staff members in Schaffhausen have a subsidized canteen serving healthy options and free fruit snacks and are encouraged to exercise at any point during the work day. Flexible working hours are on offer, too.
“When it matters, we’re all there,” he said. “But I also want to focus on those times of year when people need to take time to recover and look after their families. Nobody benefits if we’re all going 110 percent, 24/7, for 25 years.”
This considerate approach is reflected in how consumers respond to products, too, he said. “It’s extremely important in the luxury segment that we openly communicate where everything comes from, how we do things and what the processes are,” he said. IWC is one of a number of Swiss watch brands, including Panerai and Oris, that are making ecologically responsible behavior a priority.
IWC’s 2018 Sustainability Report noted, among other achievements, that the brand had been a member of the Responsible Jewelry Council since 2012 — and it recently topped a WWF Switzerland report examining the environmental impact of 15 companies in the watch and jewelry sector, including Rolex, Cartier and Patek Philippe. This year, it is introducing shopping bags made entirely of recycled and recyclable materials, what the executive called “an essential part of making sure ours are positive products.”
After all, those are the kinds of issues important to IWC customers, who Mr. Grainger-Herr said average around 35 years old. “We attract a lot of first-time buyers,” he said. “We’re a brand for people on the way, not a lifetime achievement.”
Contemporary challenges aside, Mr. Grainger-Herr said he had more traditional problems to solve, too. He said the brand had made great strides in China after 15 years of investment and has 75 boutiques there with more to come this year. The picture is less positive in the United States. “A lot of people simply don’t know about IWC,” he said.
In terms of brand awareness, IWC ranks around 30th among Swiss watch companies in the States while in China, he said, it ranks third or fourth. “That’s a massive difference,” he said. “In the U.S., we still have a long way to go.”
As for product growth, over the last decade IWC has introduced a suite of in-house calibers to its collection, prompting a rise in prices that presumably has helped to offset its investment in factory space, machinery and employees. The total amount of that investment is unknown — Richemont does not break out its brands’ financial details — but some estimates suggest it can cost as much as million to develop even a base time-only caliber.
As a result, the number of pieces in IWC’s collection priced from ,000 to ,000, what the industry calls the aspirational category, and housing movements created by third parties such as ETA or Sellita has been declining. This year, for the first time, IWC’s Spitfire collection is powered entirely by in-house movements: The entry-level model, with the 32000 base caliber, costs ,350.
With most of the brand’s indicators pointing in a positive direction, what keeps Mr. Grainger-Herr up at night? “Because of the long development cycles and the sheer amount of detail, I find myself thinking about products the most,” he said. “Often that will go round in my mind at night, yes.”
Yet he’s not shy about IWC’s raison d’être. “At the end of the day, we’re making nonessential products,” he said. “Unless we make people fall in love with the brand and our products, there’s absolutely no point to us.”B:
117【合】【谋】【害】【萧】【适】【意】 【周】【仲】【虽】【说】【混】【上】【昆】【仑】【的】【掌】【门】【是】【他】【运】【气】【好】，【但】【是】【他】【本】【身】【也】【是】【有】【点】【脑】【子】【的】，【一】【听】**【说】【完】【就】【直】【指】【漏】【洞】【所】【在】 “【你】【说】【那】【个】【女】【人】【说】【萧】【上】【仙】【是】【萧】【煜】？【有】【何】【证】【明】【她】【可】【有】【告】【诉】【你】，【别】【被】【她】【利】【用】【了】。” **【听】【他】【这】【样】【一】【说】【也】【起】【了】【怀】【疑】，【那】【个】【云】【蔓】【从】【头】【到】【尾】【都】【没】【证】【明】【萧】【适】【意】【是】【萧】【煜】，【难】【道】【就】【因】【为】【他】【们】【都】【姓】【萧】？
【如】【今】，【巫】【族】【人】【口】【增】【数】【极】【快】，【在】【与】【人】【族】【通】【婚】【的】【短】【短】【几】【万】【年】【里】，【巫】【人】【的】【数】【量】【就】【达】【到】【了】【百】【亿】。 【巫】【人】【虽】【然】【远】【比】【不】【上】【纯】【种】【的】【巫】【族】，【但】【第】【一】【代】【巫】【人】【还】【是】【比】【较】【强】【大】【的】。 【第】【一】【代】【巫】【人】【与】【西】【方】【神】【话】【世】【界】【中】【的】【半】【神】【有】【些】【相】【似】，【虽】【然】【幼】【年】【看】【不】【出】【神】【异】【来】，【但】【往】【往】【一】【到】【成】【年】【就】【会】【觉】【醒】。 【混】【血】【巫】【人】【得】【益】【于】【血】【脉】【但】【也】【受】【到】【血】【脉】【限】【制】，【因】【此】【很】2019年精准无错【子】【正】【知】【道】，【即】【使】【是】【隐】【藏】【在】【中】【土】【的】【某】【个】【角】【落】【之】【中】，【也】【不】【会】【逃】【出】【他】【的】【法】【眼】，【那】【样】【也】【没】【有】【办】【法】【集】【结】【势】【力】，【难】【成】【气】【候】。 ‘【当】【年】【我】【们】【的】【父】【兄】【辈】【败】【在】【了】【大】【当】【家】【之】【手】，【除】【了】【华】【山】【派】【有】【老】【王】【爷】【步】【渊】【亭】【的】【庇】【佑】【之】【外】，【其】【他】【门】【派】【因】【为】【掌】【门】【殒】【命】，【实】【力】【锐】【减】，【统】【统】【带】【着】【弟】【子】【远】【走】【西】【域】，【因】【为】【羞】【耻】，【我】【们】【以】【剑】【起】【誓】，【五】【十】【年】【不】【入】【中】【土】，’【梁】【青】【丘】
“【秘】【诀】？”【许】【信】【成】【在】【心】【里】【问】【自】【己】。 【只】【在】【一】【瞬】【间】，【他】【便】【有】【了】【答】【案】，【这】【答】【案】【太】【简】【单】【了】。【过】【去】【两】【个】【多】【月】【里】，【在】【如】【此】【之】【短】【的】【时】【间】【内】，【他】【之】【所】【以】【能】【有】【如】【此】【之】【大】【的】【成】【长】【和】【进】【步】，【至】【少】80%【都】【是】【因】【为】Lucy，【这】【就】【是】【秘】【诀】。 【自】【从】【认】【识】【了】Lucy【之】【后】，【他】【便】【被】Lucy【引】【领】【进】【了】【一】【个】【新】【世】【界】【里】，【这】【是】【一】【个】【高】【度】【更】【高】、【维】【度】【更】
【随】【后】【叶】【凡】【他】【们】【二】【人】【又】【看】【了】【一】【下】【这】【袋】【子】【里】【的】【一】【些】【东】【西】，【这】【些】【袋】【子】【里】【的】【都】【是】【一】【些】【古】【代】【的】【铜】【钱】【币】，【数】【量】【不】【少】，【而】【且】【都】【是】【明】【清】【两】【朝】【的】。 【一】【行】【人】【清】【点】【了】【一】【下】【人】【数】，【统】【计】【一】【下】【死】【伤】，【然】【后】【便】【将】【这】【些】【个】【文】【物】【给】【收】【了】【起】【来】。 “【留】【下】【一】【队】【人】【看】【着】【这】【些】【文】【物】，【还】【有】【清】【理】【一】【下】【丧】【尸】，【将】【这】【些】【剩】【下】【的】【尸】【核】【收】【集】【起】【来】，【咱】【们】【去】【那】【个】【博】【物】【馆】【的】【废】