As Audemars Piguet celebrates its 150th anniversary, the Swiss fine watchmaker is bringing its legacy from Le Brassus to Dubai with ‘The House of Wonders’ exhibition spotlighting craftsmanship, heritage and innovation during this year’s Dubai Watch Week.
This milestone year marks a significant moment for the brand, which has maintained its independence since its founding in 1875. Audemars Piguet’s participation in Dubai Watch Week underscores both its commitment to the region and its evolving relationship with collectors and watch enthusiasts in the Middle East.
Speaking to Arabian Business, Cherif Chamandi, Country Manager for Audemars Piguet Middle East, said the brand’s vision for the anniversary is as much about looking forward as it is about honouring tradition.
“Celebrating 150 years is about continuity and evolution,” Chamandi said. “We’re reflecting on where we come from, but also on what’s next for Audemars Piguet as we continue to innovate and strengthen our community.”
The brand continues to maintain its independence in a market dominated by conglomerates.
Chamandi emphasised that independence is a key strategic advantage. “This independence allows us to be not only fast, but reactive – being able to better anticipate this growing demand. The more you work with clients, the closer you get to them and you realise that demand is huge in a market that is more and more volatile.”
Performance in the region is measured not just in commercial terms but through what Chamandi calls the “wow effect” – how the brand continues to impress clients and keep them engaged.
The approach centres on deepening relationships with existing clients while attracting new members to what the brand describes as the “AP family.” This dual focus means serving collectors at significant life moments while “opening doors to new members, growing the AP family, and being a gateway to the younger generation,” Chamandi said.
The pandemic accelerated technology’s role in luxury retail, but Audemars Piguet frames digital tools as enablers rather than replacements for human interaction. For the brand luxury means excellence – creating the extraordinary through human relationships and passion rather than purely transactional exchanges.
“Technology is not a threat,” Chamandi said. “Technology is an amazing and interesting tool that allows you to be one step ahead of the growing demand of our amazing clients.”
The brand uses CRM databases to anticipate client needs, habits, and tastes discreetly. “We very meticulously use our CRM database to anticipate the needs, habits, and tastes of our clients, to be there when they don’t expect us,” he explained. The strategy positions technology as a “silent enabler to be able to create the best for the best.”
Boutiques and private salons remain central to the brand’s model even as it scales into high-growth markets like Riyadh and Doha. Rather than expanding randomly, the strategy focuses on diversifying how demand is addressed in key cities.
“This is how we’ve elevated retail, by creating exceptional concepts never seen before in the industry,” Chamandi said.
The approach reflects lessons from 150 years of watchmaking. Audemars Piguet is rooted in the tradition of établissage, a process of gathering components from specialised artisans and assembling them into finished timepieces. Protecting and nurturing this supplier network remains fundamental to maintaining quality standards.
The secondary market presents what leadership describes as “the million-dollar question” from clients and industry observers. Rather than viewing it as a threat or opportunity, Audemars Piguet monitors it closely to stay ahead of client needs and adjust strategy accordingly.
“We monitor it very closely because by breaking it down and giving it our full attention, we manage to be one step ahead of our clients,” he said. The brand considers it a necessary element of its ecosystem.
Sustainability is an integral part of Audemars Piguet’s identity, with initiatives embedded across all areas of the business. The Audemars Piguet foundations also play a key role in building bridges with local communities and environmental protection in key global regions.
Chamandi became a father three years ago, prompting reflection on legacy and impact. “When my son was born, I asked myself, what am I leaving to this little guy? What is the legacy?” he said. Environmental, social, and governance considerations now factor into strategic planning at all levels.
From watchmakers creating timepieces to clients wearing them globally, Audemars Piguet frames its business as what Chamandi calls “a beautiful human adventure.” Clients serve as brand ambassadors, making watches resonate across markets.
“Fostering human connection has always been the most important thing in all our strategies,” he said. “Our success is linked to the growth and love of our people both internally and externally.”
Looking ahead, the mission centers on maintaining excellence and creating consistent wow effects for clients over time. That requires growing talent, empowering teams and expanding the community of like-minded enthusiasts.
The strategy emphasises engaging youth and nurturing passion for watchmaking among younger generations and women, who have been longtime brand supporters. Retail concepts will evolve into “real networking spaces where people can exchange ideas, nurture their passion and learn about watchmaking – keeping watchmaking at the center of everything we do.”
Chamandi draws inspiration from an unlikely source: Japanese anime. “I grew up loving Japanese anime and it was always the question: how to be indestructible?” he said. “My real objective is to create an indestructible brand. AP was here for the past 150 years. The objective is to make sure it will still be here in the next 150,000 years!”
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