703 KB - Luxottica

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A key pillar: a flexible cost structure Rationale Cutting only where it generates a return: efficiency is the key driver After so many years of growth, there is room for further efficiency, BUT it’s painful Goal: actions to be implemented by June 2009 What if the environment deteriorates further? Reduce advertising spending if needed, action plan is ready Structural changes in overall operational blueprint possible > Factories, warehouses, labs and DC’s Together with IT investments, cost structure optimization will make <strong>Luxottica</strong> stronger Winning through the cycle 30
A key pillar: a flexible cost structure Wholesale Brand management Reducing styles as well as samples Optimizing the presence of each brand among channels and geographic regions Eliminating three low-performing brands New commercial organization already in place 70% of staff on variable packages Revolutionized approach to top 30% of clients Reorganized geographic regions and brand approach Advertising spending Reduced by 10%, after four years of continuous brand build-up More activities on the ground and in the stores > More training, product placements and PR activities > More attention to in-store product display (where customers make decisions) G&A Back office reorganization Big push for extranet web-based ordering Return policy and spare parts management revised > Easier for clients, faster supply chain, better service segmentation Identified efficiencies of almost €30 million Winning through the cycle 31
Page 1 and 2: Winning through the cycle London -
Page 3 and 4: Summary Group results for FY 2008 2
Page 5 and 6: FY 2008: overview A year of integra
Page 7 and 8: FY 2008: consolidated results FY08
Page 9 and 10: FY 2008: plenty of accomplishments
Page 11 and 12: FY 2008: accomplishments of the New
Page 13 and 14: A structural reset of the market is
Page 15 and 16: Managing and winning through the cy
Page 17 and 18: A key pillar: sustained growth Bran
Page 19 and 20: Forever Ray-Ban: continuing the rei
Page 21 and 22: Oakley: the platform for growth 200
Page 23 and 24: Oakley: Jawbone US Retail: US$195 -
Page 25 and 26: Optical Retail in North America New
Page 27 and 28: Sunglass Hut: a global opportunity
Page 29: A key pillar: a strong balance shee
Page 33 and 34: A key pillar: a flexible cost struc
Page 35 and 36: Icon Sports Division SPORT FASHION
Page 37 and 38: REVO relaunch: the vision REVO bec
Page 39 and 40: REVO relaunch: year one Target dist
Page 41 and 42: REVO 2009 product line Acetate (1 S
Page 43 and 44: Conclusions Winning through the cyc
Page 45 and 46: A walk through sensitivity for 2009
Page 47 and 48: Drawing some conclusions No change
Page 49 and 50: Fare clic per modificare gli stili
Page 51 and 52: Non-US GAAP Measures: EPS before Tr
Page 53 and 54: Non-US GAAP Measures: EBITDA and EB
Page 55 and 56: Non-US GAAP Measures: EBITDA and EB
Page 57 and 58: Non-US GAAP Measures: Net debt and
Page 59: Investor Relations team Alessandra

703 KB - Luxottica

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