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CFO Network presentation by Peter McCelland, CFO of Luxottica

CFO Network presentation by Peter McCelland, CFO of Luxottica






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  • Leader in premium fashion, luxury, sports and performance eyewear A successful vertically integrated business model Leader in manufacturing The strongest and well-balanced brand portfolio in the industry Over 130 countries served through wholesale Approximately 6,300 retail stores Prescription labs presence Manage of vision care business in US Over 62,000 employees A continuing growth story Ability to combine and manage organic growth and external growth Positioned to take advantage of long-term industry drivers

CFO Network presentation by Peter McCelland, CFO of Luxottica CFO Network presentation by Peter McCelland, CFO of Luxottica Presentation Transcript

  • 50 years of excellence
  • Overview of Luxottica Group
  • Luxottica Group overview 1 Group 64,000 People >8 mn OneSight patients 11 Plants 45 Brands 130 Countries >60 mn Customers ~ 7,000 Stores >55 mn Manufactured frames
  • Key financial figures – FY 2010
    • As of September 30, 2011
    € 5.8 bn Group sales € 2.2 bn Wholesale sales € 3.6 bn Retail sales € 402 mn Net income € 712 mn Operating income € 8.9 bn Market capitalization (1)
  • Brands are our assets. We have created the best portfolio of house and licensed brands to reach a diversified audience: from lifestyle to sport to luxury, across price points, businesses & regions.
  • The best brand portfolio in the industry House brands (1)
    • (1) Starting from 2012
    Licensed brands A strong and diversified brand portfolio
  • Leader in optical and sun retail
      • Over 7,000 stores worldwide
      • Leading premium optical retailer in:
        • North America
        • Asia-Pacific
        • Latin America
        • Greater China
      • Leading specialty premium sunglass retailer worldwide
      • Leading operator of leased optical departments in host stores in North America
      • One of the largest managed vision care operators in the US, through EyeMed
    A strong and diversified retail brand portfolio Optical Sun
  • CFO’s Role: Strategic Leadership
  • Business Cycle
    • Strategic Plan
    • Actuals
    • Actuals
    • Operational Plans
    • Budget
    • Forecast
    • Planning cycle sets directions and ensures delivery of business objectives
    • 1. Strategic Plan
      • Set vision and goals
      • Set key business strategies
      • Identify areas for business review
    • 2. Operational Plan
      • Translate strategy into tactical initiatives
      • Identify outcomes and KPIs
    • 3. Budget
      • Detailed execution plans
      • Set financial targets
    • 4. Actuals
      • Review executional performance and financial/KPIs & outcomes
      • Tactical changes
    • 5. Forecast
      • Predict deviations from operating plans
      • Identify both strategic & tactical responses
    Transactional processing; compliance; recording; risk controls Finance process efficiency Business insights and information; business performance management; strategic cost management; risk management; tax planning Drive enterprise value; strategic planning; insights and execution; communicate confidence
    • Finance as a business partner
    • Close, consolidate and report
    • In Finance we exist to create world class customer experiences
    • Maintain
    • Grow
  • CEO Relationship