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Speed and efficiency
Agordo – October 1, 2012
Speed and efficiencyenhance best-in-class service
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Certain statements in this investor presentation may constitute “forward-looking
statements” as defined in the Private Securities Litigation Reform Act of 1995. Such
statements involve risks, uncertainties and other factors that could cause actual results to
differ materially from those which are anticipated. Such risks and uncertainties include,
but are not limited to, our ability to manage the effect of the uncertain current global
economic conditions on our business, our ability to successfully acquire new businesses
and integrate their operations, our ability to predict future economic conditions and
changes in consumer preferences, our ability to successfully introduce and market new
products, our ability to maintain an efficient distribution network, our ability to achieve
Forward looking statements
products, our ability to maintain an efficient distribution network, our ability to achieve
and manage growth, our ability to negotiate and maintain favorable license
arrangements, the availability of correction alternatives to prescription eyeglasses,
fluctuations in exchange rates, changes in local conditions, our ability to protect our
proprietary rights, our ability to maintain our relationships with host stores, any failure of our
information technology, inventory and other asset risk, credit risk on our accounts,
insurance risks, changes in tax laws, as well as other political, economic, legal and
technological factors and other risks and uncertainties described in our filings with the US
Securities and Exchange Commission. These forward-looking statements are made as of
the date hereof, and we do not assume any obligation to update them.
2
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Welcome
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Agenda
Go-to-market: beyond best-in-class service, towards an integrated approach
Global Operations overview
Engineering: craftsmanship and the striving for excellence in technique
Supply chain: scheduling products’ journey across five continents
4
Supply chain: scheduling products’ journey across five continents
Logistics: closer to customers, wherever they are
Operations 3-year plan: further extending Luxottica’s capabilities
Australia: strategic repositioning
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Go-to-market
Paolo Pezzutto
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�A game changing transformation
� Customer
> Customer profiling and
segmentation
> Dedicated in-store specialists
> Luxottica Days events
A proactive, customer-centric evolution
6
� Product
> Segmentation and line
planning
> Exclusive products and
activities
> Enhanced storytelling and
training with digital tools
Strategizing the offer and the service
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Further driving efficacy and efficiency
New styles
launched per year
Frames
manufactured
+25%
-10%
Special projects &
limited distribution
+41%
Portfolio optimization
Excluding Tecnol 7
2010 2011 2012 2010 2011 2012
-10%
2010 2011 2012
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A consumer-centric calendar
Logistics
In storePrada Parallel Universe
8
Manufacturing
Engineering
Product design
A bottom-up approach: what, when, where and how
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Getting closer to the consumer
2009 2012
Optimizing the product offer
Traditional
commercial
model
Traditional wholesale
Third-party distributors
STARS
Key AccountsTop Accounts
Partnership in assortment
definition andsupply services
E-commerce
Luxottica retail
Direct dialogue
with final
consumers
9
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LONDONLONDON DUBAIDUBAI
MILANMILAN PARISPARIS
Planning sophisticated product launches
10
60 top cities, 6 special countries and 4 macro-areas
>1,000: internationally distributed styles
>150: limited area distribution styles
>30: market specific exclusive styles
SYDNEYSYDNEY NEW YORKNEW YORK
SHANGHAISHANGHAI LAS VEGASLAS VEGAS
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Go-to-market 3.0
Integrated approach delivering beyond best-in-class service
11
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Global operations’ overview
Massimo Vian
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Operations ID
11plants
4 Logistic hubs
3 Technologies
13
~40mn sun lenses
~75 mn frames
17,500Luxotticans
Behind each of our glasses there is a story
of quality, commitment, passion…
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Expanding manufacturing footprint
85%Italy
15% China
2006
14
Optimized footprint has driven speed and flexibility
3%Brazil
40%China & India
50% Italy
7%US
2012
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Vertical integration: speed & control
Engineering
Go-to-market
Su
pp
ly c
ha
in
New products
time to market
(weeks)
-44%
Continuous products
re-order lead time
(weeks)
-43%
15
Manufacturing
Logistics
Su
pp
ly c
ha
in
Qu
alit
y
2009 2012
-44%
2009 2012
-43%
Uncompromising in quality
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�Federico Buffa, engineering
�Enrico Mistron, supply chain
Operations assets in-depth
Engineering
Manufacturing
Su
pp
ly c
ha
in
Qu
alit
y
16
�Fabrizio Uguzzoni, logistics
�Carlo Salomoni, quality
Manufacturing
Logistics
Su
pp
ly c
ha
in
Qu
alit
y
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Engineering
Federico Buffa
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Ideal balance between style and technology
Prototypes
Tech design
Tools 22
33
44
Engineering
Manufacturing
Su
pp
ly c
ha
in
Qu
alit
y
18
Samples and process
Ready for mass production00
11
22Manufacturing
Logistics
Su
pp
ly c
ha
in
Qu
alit
y
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Campaign launch drives development timing
New products time to market(weeks)
2009 2010 2011 2012
-44%
19
�Closer & closer to the market
� Timing in line with marketing and
license campaign
� Design for manufacturing &
assembling to minimize production
lead time
� Tooling standardization to boost
flexibility
2009 2010 2011 2012
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�Enriching collection
� New concepts
� New decorations
� New finishing
Always innovating: the ultimate R&D for materials
20
�Product differentiation
� Materials
� Technology
� Treatments
Technology supporting jewel production
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�Advanced technical modeling:
translating style briefing into 3D
projects without losing elegance
and fitting
�Quality starts from tools:
designing tools and surface
Product engineering
21
designing tools and surface
treatment to assure quality and
lean production
Mould workshops are center of excellence
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�Automation
� High tech equipment
and automation for
precision operation
�Process
Industrial engineering, a combination of craftsmanship and high tech equipment
22
� Craftsmanship to
design and create
unique jewels
> Decoration coloring
> Precious stone
assembly
> Leather & enamel
finishing
Where hi-tech meets design
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US Brazil Italy China
Technical offices located across four continents, but using only one common system
23
Open 24 hours a day!
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Supply chain
Enrico Mistron
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�Planning across
� Demand forecasting
� Inventory and capacity planning
Scheduling products’ journey
Engineering
Manufacturing
Su
pp
ly c
ha
in
Qu
alit
y
25
�Defining manufacturing phases
�Reaching customers in time
Manufacturing
Logistics
Su
pp
ly c
ha
in
Qu
alit
y
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Coach launch:reactiveness and speed
Weekly demand
update
Additional
capacity needs:
+30% in 3 months
26
Fast planning process applied to 30 brands
Fine-tuning of
customer
allocation
Fast track in
production
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Lead time
(days)
-43%
DSI
(days)-8%
Backorder
(days)
-36%
Unparalleled results
A continuous and dedicated effort to speed
27
2009 2010 2011 2012 2009 2010 2011 2012 2009 2010 2011 2012
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Logistics
Fabrizio Uguzzoni
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Logistics: serving directly 200,000 doors
�Getting closer to wholesale customers
and retail locations through
� Fostering sophistication in service
Engineering
Manufacturing
Su
pp
ly c
ha
in
Qu
alit
y
29
…service, speed, efficiency…
� Reorganizing DCs and network
� Reducing obsolescence and local
inventory
Manufacturing
Logistics
Su
pp
ly c
ha
in
Qu
alit
y
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Logistics efficiency: action, not words!
Cost per unit
(€)
-12%
Service level
(customer view)
+30%
30
Best-in-class service level
2009 2010 2011 20122009 2010 2011 2012
�On full
�On time
� 1st delivery: fill rate & lead time
�Order closure: shipments & days
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Emerging markets: same proximity as mature ones
1.7 days on average
-13% vs. 2011
Europe
31
2.3 days on average
-48% vs. 2010
The last mile everywhere
China
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Group Operations: 3-year plan
Massimo Vian
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Expected improvements
Lead time reduction (days)
Engineering
-29%
Supply chain
-33%
Manufacturing
-33%
Logistics
-25%
Benefits reflected in revenues and costs
33
-29%
2012 2015E
-33%
2012 2015E
-33%
2012 2015E
-25%
2012 2015E
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Production expansion, accordingly to demand
US Brazil Italy China & India
34
2015E 2015E 2015E 2015E
+10-15% +100-120% +5-8% +50-70%
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�Further boosting product and
process complexity
� Decorations
> State-of-the-art decoration
factory
> New technologies
China: leading excellence
� Sun lenses
> Improved know-how for both
plastic and crystal lenses
> Producing full range of Ray-
Ban and Oakley polarized
lenses
35
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�Brazil’s leading manufacturer
� Vertically integrated from design
to distribution
� Approx. 3 million units in 2011
� Metal and plastic injection
> State-of-the-art technologies
and manufacturing
An efficient integration“Made in Brazil” from … today!
36
and manufacturing
processes
� Just launched Vogue for Brazil
� Ray-Ban and Oakley production
planned for 2013
Campanha primavera/verão 2012 para Vogue
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�Growing production capacity
� Emerging markets, a driving force
�Striving for innovation
� Technology
Over €200 million in investments over next three years
37
� Technology
� Processes
� Products
�IT platform creating efficiencies
Steadily investing to support flexibility, innovation and capacity
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�2015 production capacity: <50% in Western countries, >50% in emerging markets
�2015: 100 million frames produced
�Operations overall lead time reduction of 30%
�Inventory reduction 20% in 3 years
Key takeaways
�Inventory reduction 20% in 3 years
38
For us the story of a pair of glasses is always a story
written by hand, with a human touch
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Australia
Chris Beer
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Strengthening the business proposition in Australia
Aggressive
Global financial
crisisProposition
transformation
What have we
learned?
Consumer confidence
crisis & dual economy
40
Growth, scale &
product advantage
Further building a
sustainable advantage
Aggressive
competitionSuper brands
2003-2008
Growth &
leverage
2010-2012
Enhancing pillars of
growth
2008-2010
Rebuild
2013 >
Growth
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�Fast growth
� Retail footprint increased by
approx. 200 stores
�Leveraged Group supply chain
2003-2008Growth & leverage
41
�Leveraged Group supply chain
�Increased premium positioning
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�Global financial crisis and dual
economy in Australia
� GDP boosted by mining
� Struggling retail
environment, consumer
confidence crisis
2008-2010Structural reset of the Australian market
42
confidence crisis
�A new, aggressive competitor
� Prices come first
� Attacked premium
offering
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2010Back to heritage
43
�A burning platform already in place
�Creating a burning culture all across the
organization
� Flexible, fast and bold
� Building a sustainable advantage
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�Focusing on OPSM brand roots
� Quality
� Energy
� Consumer-oriented
approach
2010-2012Enhancing pillars of growth
44
approach
� To reach…
�….highest standards of eye
care in the country
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�A sustainable base from
which to grow the
business
2012Building further solid foundation
45
�Customer service-
centric approach
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Driving changes to seize opportunities
46
Simplify, focus and connect
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Reaping the benefits of strategic repositioning
�17 months of positive comps at OPSM, accelerating in 2012
� 1H 2012: +9%
� 3Q 2012: further acceleration
�Retail footprint reorganization, 15 months ahead of plan
� 97 stores closed and 16 to go
47
� 46 rebranded and 11 to go
�Transformed shared services
� >20% reduction in head count as of September
Further engaging the customers in 2013 and beyond:
Accufit, training, omni-channel
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Investor Relations team
Alessandra Senici
Tel. +39 (02) 8633 - 4662
Nicoletta Russo
Tel. +39 (02) 8633 - 4718
Elena DimichinoElena Dimichino
Tel. +39 (02) 8633 - 4038
Elisa Cattaruzza
Tel. +39 (02) 8633 - 4870
www.luxottica.com