Tiffany & Co.

New York City -- Tiffany & Co. said Thursday it plans to open a store in New York’s SoHo neighborhood in September 2012. The 7,000-sq.-ft. store will occupy a space that combines two locations -- 97 Greene Street and 106 Wooster Street. The 2012 opening corresponds to Tiffany’s 175th anniversary of its founding on Lower Broadway in the 1850s. “Opening a store in the neighborhood where Charles Lewis Tiffany developed his growing enterprise is a wonderful way to celebrate our anniversary,” said Beth O. Canavan, executive VP of Tiffany & Co. Tiffany’s new SoHo store will be the jeweler’s

Shares of Tiffany & Co. have been clobbered this week. As of this morning, they’re off by more than 9 percent over the past 5 days on considerable volume.

Tiffany & Co. has shuffled responsibilities among two of its executive officers, effective immediately. Patrick F. McGuiness, 45, has been appointed senior vice president and chief financial officer. McGuiness joined Tiffany in 1990 and has held a variety of management positions within the finance and merchandising divisions. He was promoted to senior vice president of finance in 2007. James N. Fernandez, 55, has been appointed to the newly created role of COO, having served as chief financial officer since 1989. Fernandez was promoted to executive vice president and chief financial officer in 1998.

Tiffany & Co. says it's launching a new app for iPhones to make finding the perfect engagement ring easier. It includes a ring-sizing feature, which it claims is the first of its kind from a jeweler.

High-end jewelry retailers, like Tiffany & Co. and Zales, are declining much faster than the jewerly industry as whole, according to industry research firm IBISWorld.  Although it is definitely a lackluster year for these companies, Tiffany has a strong management team and therefore will likely perform better than its high-end competitors.

Recent corporate financial scandals have called into question the quality of corporate earnings. Just because we don’t often hear about companies that thrive via positive, healthy, organic growth — by growing their customer base, creating new products and mastering operational efficiency — doesn’t mean they don’t exist. They do. What’s more, these companies convincingly demonstrate that you can be a high-performance organic growth company without resorting to accounting and earnings manipulations and without commoditizing and devaluing your employees. So what’s necessary if you want to grow a successful big business organically? Below are the three keys to successful growth and a few examples of