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 ...
Key financial figures – FY 2010 <ul><li>As of  September 30, 2011 </li></ul>€ 5.8 bn Group sales € 2.2 bn Wholesale sales ...
Brands are our assets.  We have created the best portfolio of house and licensed brands to reach a diversified audience: f...
The best brand portfolio in the industry House brands (1)  <ul><li>(1) Starting from 2012 </li></ul>Licensed brands A stro...
Leader in optical and sun retail <ul><ul><li>Over 7,000 stores worldwide </li></ul></ul><ul><ul><li>Leading premium optica...
CFO’s Role: Strategic Leadership
Business Cycle <ul><li>Strategic Plan </li></ul><ul><li>Actuals </li></ul><ul><li>Actuals </li></ul><ul><li>Operational   ...
<ul><li></li></ul>Transactional processing; compliance; recording; risk controls Finance process efficiency Business insig...
CEO Relationship
<ul><li></li></ul>
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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

    1. 1. 50 years of excellence
    2. 2. Overview of Luxottica Group
    3. 3. 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 <ul><li></li></ul>
    4. 4. Key financial figures – FY 2010 <ul><li>As of September 30, 2011 </li></ul>€ 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) <ul><li></li></ul>
    5. 5. 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.
    6. 6. The best brand portfolio in the industry House brands (1) <ul><li>(1) Starting from 2012 </li></ul>Licensed brands A strong and diversified brand portfolio <ul><li></li></ul>
    7. 7. Leader in optical and sun retail <ul><ul><li>Over 7,000 stores worldwide </li></ul></ul><ul><ul><li>Leading premium optical retailer in: </li></ul></ul><ul><ul><ul><li>North America </li></ul></ul></ul><ul><ul><ul><li>Asia-Pacific </li></ul></ul></ul><ul><ul><ul><li>Latin America </li></ul></ul></ul><ul><ul><ul><li>Greater China </li></ul></ul></ul><ul><ul><li>Leading specialty premium sunglass retailer worldwide </li></ul></ul><ul><ul><li>Leading operator of leased optical departments in host stores in North America </li></ul></ul><ul><ul><li>One of the largest managed vision care operators in the US, through EyeMed </li></ul></ul>A strong and diversified retail brand portfolio Optical Sun <ul><li></li></ul>
    8. 8. CFO’s Role: Strategic Leadership
    9. 9. Business Cycle <ul><li>Strategic Plan </li></ul><ul><li>Actuals </li></ul><ul><li>Actuals </li></ul><ul><li>Operational Plans </li></ul><ul><li>Budget </li></ul><ul><li>Forecast </li></ul><ul><li>Planning cycle sets directions and ensures delivery of business objectives </li></ul><ul><li>1. Strategic Plan </li></ul><ul><ul><li>Set vision and goals </li></ul></ul><ul><ul><li>Set key business strategies </li></ul></ul><ul><ul><li>Identify areas for business review </li></ul></ul><ul><li>2. Operational Plan </li></ul><ul><ul><li>Translate strategy into tactical initiatives </li></ul></ul><ul><ul><li>Identify outcomes and KPIs </li></ul></ul><ul><li>3. Budget </li></ul><ul><ul><li>Detailed execution plans </li></ul></ul><ul><ul><li>Set financial targets </li></ul></ul><ul><li>4. Actuals </li></ul><ul><ul><li>Review executional performance and financial/KPIs & outcomes </li></ul></ul><ul><ul><li>Tactical changes </li></ul></ul><ul><li>5. Forecast </li></ul><ul><ul><li>Predict deviations from operating plans </li></ul></ul><ul><ul><li>Identify both strategic & tactical responses </li></ul></ul>
    10. 10. <ul><li></li></ul>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 <ul><li>Finance as a business partner </li></ul><ul><li>Close, consolidate and report </li></ul><ul><li>In Finance we exist to create world class customer experiences </li></ul><ul><li>Maintain </li></ul><ul><li>Grow </li></ul>
    11. 11. CEO Relationship
    12. 12. <ul><li></li></ul>

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