Amidst the flood of imported fashion products and the dominance of global brands, the story of Eboni Watch presents a different narrative. This isn’t just a story of an MSME “moving up the ladder,” but rather an example of how the right business strategy, from operational decisions and product differentiation to digital adoption, can build a sustainable advantage in a competitive marketplace.
It all started in 2014. Afidha Fajar Adhitya saw wooden watches as a unique product category with very few players in Indonesia. At that time, there were only about three brands operating in this niche. Many people might have stopped at simply “seeing the opportunity.” Afidha chose to take action.
With a loan of Rp 2 million from a friend, he produced 11 wooden watches and sold them through Instagram. There were no big investors, no fancy factories, no professional marketing team. All he had was the courage to try and the willingness to learn. This is where the difference lies between merely trying and building a sustainable business.
From Dependence to Control
In the initial phase (2014–2016), Eboni Watch’s production still depended on craftsmen in Yogyakarta. This model is common in MSMEs: owners focus on design and marketing, while production is outsourced to other parties.
Problems arose when quality was inconsistent and production speed was unstable. If speed was prioritized, quality declined. If quality was prioritized, production time increased. Afidha even had to change craftsmen several times.
This is where the strategic decision was made. In 2016, he chose to produce the watches himself—even though he did not yet have the expertise. He learned from scratch. In the beginning, he did almost everything himself: production, promotion, and administration.
This decision was not merely an operational one. It was a form of simple vertical integration that strengthened quality control and accelerated organizational learning. He transformed Eboni Watch from a brand that relied on vendors to a manufacturer that controlled the process.
Moving Home, Not Backward
In 2017, Afidha moved operations to Klaten, his hometown. At first glance, it seemed like a step backward from a creative center like Yogyakarta. From a strategic perspective, however, the decision was rational. There was access to local labor. Employee loyalty was higher. Social proximity helped strengthen the team’s commitment.
All production workers came from Klaten, while administrative and social media functions remained partially in Yogyakarta. This reflected a flexible and efficiency-oriented organizational model. Often, scale grows not because of aggressive expansion, but because of consistent efficiency.
Layered Differentiation
Wooden watches are not a new concept globally. So the question is: why has Eboni Watch been able to survive and even penetrate the international market? The answer lies in layered differentiation.
First, in terms of design. Afidha chose a round shape with a cowhide strap to differentiate his product from other brands. This was a positioning decision, not just an aesthetic one.
Second, in terms of raw materials. Initially, he used ebony wood (black Sulawesi wood), which is strong and exotic. In fact, the name “Eboni” was inspired by this material. However, when ebony wood became increasingly scarce, Afidha did not cling to the brand’s romantic attachment to the material. He switched to maple and sonokeling wood, as well as utilizing wood scraps. This decision shows two things: adaptability and environmental awareness.
Third, in terms of technical quality. The watch movement used is Miyota from Japan—a brand known for its strength and durability. This means Eboni Watch does not compete in the realm of cheap crafts, but in the realm of functional design products. It does not sell “wooden souvenirs.” It sells design-driven watches with value.
Real Sustainability
Currently, many brands talk about sustainability. Eboni Watch practices it. How? By stopping the use of rare wood. By utilizing wood scraps. By paying wages above the Klaten minimum wage. By giving bonuses when targets are met.
This demonstrates sustainability in two dimensions: environmental and social. The business model is not solely oriented towards short-term profits, but also towards building a long-term reputation. In an era of increasingly value-conscious consumers, this kind of positioning becomes a strategic advantage.
Digitalization as a Global Accelerator
Without physical stores internationally, Eboni Watch is able to sell its products to Japan, Korea, Taiwan, Australia, the United Kingdom, France, the United States, South Africa, and almost all of Southeast Asia. Digitalization enables MSMEs to become born global. However, digital technology is only a channel. What makes it successful is product quality and brand consistency. Without that, social media is just an empty showcase.
The Turning Point in 2019: Legitimacy and Acceleration
Although it was established in 2014, Eboni Watch only really took off in 2019. One important factor was Afidha’s participation in the Ministry of Industry’s incubator program.
Here, it became clear that managerial learning is just as important as product creativity. In addition, the various national and international design awards that were won provided external legitimacy. This kind of recognition strengthened market confidence and opened the door to wider distribution. Legitimacy is an intangible asset that is often more expensive than production machinery.
Behind the Success: Traces of Failure
Before Eboni Watch, Afidha had tried various businesses: buying and selling cell phones, a chicken porridge stall, and leather bag production. None of them lasted long. It was precisely through these failures that a resilient mindset was formed. This story teaches us that success rarely comes from a single brilliant idea, but rather the accumulation of failed experiments, lessons learned, and the determination to never give up.
