Ch. 7 - Business Marketing

Luxottica is a world leading brand that many people who should know they exist don't. They are responsible for about %80 of the worlds eyewear and yet are not a household name, however, the brands they own are. They own many of the industries major brands such as Ray Ban and Oakley and manufacture and distribute eyewear for high end luxurious brands such as Dolce & Gabana, Bvlgari, DKNY, and Versace. Aside from designing and producing the eyewear they also own major retail chain stores Pearle Vision and LensCrafters. Luxottica is very strategic in which they allowed themselves to be in control of every aspect of making and selling products from designing, manufacturing, distributing and selling. All of there brands have social media and for most of their retail shops you are allowed to shop directly from their website. It seems they utilize many of the opportunities that are out their to help bring in more sales.

Because of the market Luxottica operates in they have to appease to each individuals wants and needs. Most of the products they offer across their many different brands is a modified rebuy. For instance, Ray Ban sells a pair of lenses to a customer at LensCrafters. The customer needs to change certain of aspects of the frames and lenses to suit their personal needs. They may need to add scratch free lenses and frames or anti glare etc. Once a product is purchased they can modify it with endless options to best suit their needs. Most of Luxottica's offerings are like this and it definitely helps sell products especially in the eyewear market.  

Ch. 8 - Segmenting and Targeting Markets

A market is people or organizations with needs or wants and the ability and willingness to buy. Luxottica's market for the most part is fairly straightforward; for people who need and/or use eyewear. Oakley, Luxottica's brand, has a mainly male target market. They are aged 15-44 middle to upper class and usually have a household income of $100K or more. Given that is the main market for Oakley, the market segment is a much broader scope. Athletic eyewear is targeted to the younger generation of males and the casual eyewear is mainly targeted to the middle aged men.

To expand Oakley realizes it must aim outside of the male group it targets and set sights on women. To gain a higher market share they need to broaden their target market. Oakley is currently testing out products in big cities for women to learn more about the consumer and how to market and sell their items to the new target market.

Ch. 11 - Developing and Managing Products

Luxottica has many brands on its hands. Every year they see new products across all aspects of eye wear. To stay ahead of the pack and be the leader of the industry in which it operates it must also take recognition of the changing times and adapt to new features and product ideas that will keep it as king.

Luxottica's brand Oakley must take certain steps before releasing a new product to the public. All Oakley eyeglasses are expected to pass three medical tests before allowing it to sell publicly. Usually Oakley runs tests conducted by ANSI (American National Standards Institute). Furthermore, Oakley also complies with Canada's CSA Z94.3-02 protection standards with its eyeglasses. Oakley makes their eyewear to help protect against a lot of the problems and annoyances that standard glasses have. They develop products that help protect against direct sunlight and heavy winds and are also strengthened for impact. Oakley continues to innovate and release products for people with all types of lifestyles and it definitely contributes to the companies continuing growth.

Last year Oakley introduced a new product strategy. They began to develop new technology that would potentially compete with Google's Project Glass, which are glasses that emulate some of the features that a smart phone would directly on the lenses of eyewear. In an interview with Oakley's CEO Colin Baden he said “As an organization, we've been chasing this beast since 1997”, “Ultimately, everything happens through your eyes, and the closer we can bring it to your eyes, the quicker the consumer is going to adopt the platform.” Although Google sets its sights with Project Glass on the average consumer, Oakley sets its sights on something much bigger. They are trying to target athletes who can use them for sports. I can see how this can work in some sports especially (American) football. For example, when the coach calls for a play, all the players can see the route or there task on the lenses. Balin also said that it would possibly develop a slightly similar product for the military with a partnership with Eye Safety Systems, a company that specializes in eyewear for the military. He also said that Oakley has more of the edge considering that they are familiar with eyewear and can make the glasses look stylish. “People get very particular when they put stuff on their face.” he said.

Ch. 18 -Social Media and Marketing

In chapter 18 Social Media and Marketing the author states "As marketing moves into social media, marketers must remember that for most people, social media are meant to be a social experience, not a marketing experience." Ray Ban, Luxottica's brand, did just that in 2010 in which they conducted a social media experience which allow customers to participate in a scavenger hunt to find Ray Ban rare places using Foursquared and Twitter. Ray Ban called it the worlds first real social media experiment. 

Ray Ban chose 50 unique venues and divided them into 5 categories with Ray Ban's Rare prints Wayfarer Collection posters. You know you are in a "Rare Place" when you find a Rare Prints collection poster in a chosen venue. Once found, people can then check-in on foursquared or twitter their location and share with friends and the world. The 50 most active people win the rare limited edition poster on display at the venue they are located at. Luxottica's Wholesale Manager said "the purpose of Ray Ban's Rare Print/ Rare Places project is to present the Rare Print product series to our extremely expressive brand target audience through their social activities " "To bring this concept to life we wanted to create real 'social media', leveraging the digital elements of social media and integrating it into our consumers real lives through the venues they enjoy." Also, the rare venue that generates the most support will win a official Ray Ban party that is worth $5,000. 

All of Luxottica's major brands have social media outlets that allow the customer to engage and follow the brand in "real time". That is the benefit to having social media outlets. Sometimes too much of a good thing can be bad but in Luxottica's brands case it helps them as their brands have such a  strong following and are respective leaders in their own niche market. Collectively, on twitter, they have a few hundred thousand followers which allows the customer to engage and ask questions they may have. All of their twitter pages have staff dedicated to asking questions and replying with any concerns customers may have.

Ch. 10 - Product Concepts

Luxottica is a huge organization with a huge product mix. They provide many products that fall under eye wear and eye care. They sell eyeglasses like RayBan and Oakley, insurance, and provide shopping outlets for eye wear such as Pearle Vision and LensCrafters.

 Oakley, Luxottica's company, has a wide range product mix. Eyeglasses being the most common product they sell has many different variations for each model. You can purchase eyewear and choose from many customizations such as: polarized, lens tint, photochromic, UV protection, impact protection, prescription, hydrophobic, frame construction, and HDO 3-D (for watching 3D movies). To go along with its portfolio Oakley also provides accessories and clothing wear. They sell watches, bookbags

and bags, shirts and outerwear, gloves, socks, hats, and footwear. Many, if not all, of the brands associated with Luxottica are well known and it makes sense why the company decides to practice individual branding. With all the brands they are associated with and own Luxottica is a global brand that continues to expand.

Ch. 17 - Personal Selling and Sales Management

Luxottica's company, LensCrafters, consumer sales promotion features many ways to encourage the consumer to choose their product over other competitors by offering many rebates and loyalty programs. LensCrafters currently has a promotion running that takes 50 percent off your child's (12 and under) total if you buy a new frame with new lenses. As with many other promotions the idea is that if you purchase more from us you will save more. LensCrafters will also take 40 percent off your (adults) total if you purchase frames with lenses. They have a loyalty program and are now offering a credit card.

LensCrafters makes it easier now for people to shop and choose products by different variations by using their online services. Customers can input their desired lengths and widths for frames or choose generic sizes such as narrow, normal, or wide. The consumer can choose the color, shape, brand, and adjust the price range to further help the consumer find the perfect pair of frames. Once the consumer finds a pair, they can make arrangements for it to be delivered to their local store and also set up an appointment for an eye exam.

I believe online service is essential to any business that can streamline it within their business as most consumers' schedules are busy and cannot visit store locations physically due to time constraints. Allowing the consumer to cut the process by more than half by using online services definitely makes the sale a much greater possibility.

Ch. 16 - Advertising, Public Relations and Sales Promotion

Luxottica is no newbie to understanding how important advertising is to its company (or companies rather), thats why they spend a lot to advertise their brands. In 2008 they had spent $75 million in advertisements in the United States alone. The following year? They increased that figure to $85 million. In 2011 the company had spent a staggering $122 million in advertisements solely for the U.S. Around $400 million was spent on advertising worldwide. Luxottica devoted most of the $122 million advertising share to LensCrafters for a mere total of $48.5 million. Its sister company Pearle Vision only received $14 million. Having two companies in virtually the same market and one having significantly greater results than the other didn't sit well with Luxottica. They figured Pearle Vision needed a new approach to the market and a fresh reboot, so in 2012 they prepped a new logo and used TV commercials as a medium to get their message out. Sunglass Hut saw $6 million of the $122 million for advertising.

Earlier this year Luxottica caught praise over their new ad campaign for company Ray Ban. Their new campaign titled 'NEVER HIDE' featured a form of advocacy advertisement in their support of the gay community. The campaign features many photos one of which is a photo of two gay men strolling through the city. This move caught praise from the LGBT community. The other photos used are pictures of people who are in the act of doing there favorite hobbies, job, or regular day to day activities. The hidden message behind the photos is that they offer products to everyone who does different things. For example, the picture with a bull rider wearing their Ray Ban shades or the cyclists, the rock band, and your occasional mom walking with her children. Press release for the NEVER HIDE campaign states: "In its every form, the Ray-Ban campaign portrays regular guys and girls living their day to day lives with authenticity, with the courage to express themselves and their unique individuality, which is the most precious thing we have, because the most fashionable thing to be is yourself,"

Ch. 14 - Marketing Channels and Retailing

Luxottica is the worlds first eyewear manufacturer to enter the retail market industry. In 1995 they acquired LensCrafters' parent company, The United States Shoe Corporation, which led LensCrafters to being the largest optical retail chain in the United States. Luxottica's global vision allowed for opportunities abroad in other major market locations such as China. Luxottica's continuance in growing and expanding its market share by acquiring developing and aspiring companies is what sets it apart and allows the company to hold the crown in the leadership position in the retail market. Luxottica's retail business has reached more than 7,000 stores world wide in recognition to leading brands such as Pearle Vision, Sunglass Hut, LensCrafters, OPSM, and Laubman & Pank. Luxottica's portfolio of retail businesses definitely make them a category killer in the eye wear market.

Recently Luxottica opened up a flagship store for Sunglass Hut in New York City's Time Square. Luxottica calls it “its most technologically advanced store”.

The store features many things you wouldn't find in many other sunglass shops.

They have a new service called “Eye Candy” which is a vending machine for sunglasses. What makes it more special than your traditional vending machine is that it has a touch screen that allows you to utilize the built in camera to virtually try on any pair you may find interest in. If the “virtual” thing isn't your taste they also have what they call the “Sunglass Bar” that is “a one of a kind interactive social space where they can try on sunglasses [and] purchase them through SunglassHut.com". Visually, the store is eye candy (pun intended). The store keeps up with the traditional Time Square lighting.

   The store features many led lighting features and a huge led screen that illuminates in sequence with the current beat of the music playing. The wall colors are black, which allow the colorful racks and the 1,600 pairs of sunglasses to catch your attention.

Ch. 6 - Consumer Decision Making

A major component in Chapter 6 is the consumer decision making process. It is suggested by researchers that customers go through a 5 stage consumer decision making process when making or seeking a purchase. The 5 steps in that process are 1) Need Recognition/Problem Awareness 2) Information Search 3) Evaluation of Alternatives 4) Purchase 5) Post Purchase Evaluation
Here is how Luxottica executes each step of that process.

1. Need Recognition/Problem Awareness: The eye wear industry is one that wont go away as long as people have eyes. Some people need to wear glasses, sunglasses or sports eye wear. Other people may just want to use eye wear for style and fashion. Whatever the case may be, the first step for the consumer in terms of Luxottica's business is the consumers recognition for wanting/needing eyewear.
   
   
   
   
2. Information Search: This is usually classified as an internal or external research, depending on the consumer. The internal research is solely based upon one's memory of a product or the recall of past experiences with a product. If there is enough internal research the consumer may just proceed with the purchase. If that isn't the case, consumers then rely on external research. External research is usually when the consumer has little or no recollection about a product. The consumer then seeks informational sources, such as, word of mouth, public sources, or marketing from the production company. Luxottica handles this step with its ownership of its eye wear retail chains Pearle Vision and LensCrafters. When someone is in need of purchasing glasses and needs more information on which glasses they need, they go to the eye wear store. Luxottica sells their glasses through their own eye wear retail stores all across the globe.
   
   
   
   
3. Evaluation of Alternatives: At this stage in the consumer decision making process the consumer then gathers all sources and possible products that will ultimately benefit their needs best. Luxottica is the market leader in eyewear. They hold a huge portion of the market and pretty much any purchase you make when purchasing eye wear you can pretty much guarantee they may be more than likely on the receiving end of your purchase. If a consumer goes to LensCrafters, and makes a purchase of glasses that aren't made by Luxottica some of that money is already contributed to them, just from purchasing through their store. Luxottica has many licensing deals with different brands so regardless of what eye wear product you choose you most likely will be purchasing their product regardless of the various options you see available.
   
   
   
   
4. Purchase: In this stage the consumer usually has the information and sources needed to finally make a decision in its purchase. Most of the time the consumer has an intention of purchasing a premium brand. Brands provide a sense of security in knowing that the product you purchase from said brand is premium and of high quality. Luxottica deals with this by continuing to make agreements with many of the top brands in the world today with licensing deals to make, produce, and distribute eye wear for.
   
   
   
   
5. Post Purchase Evaluation/Behavior: The final stage in the consumer decision making process in which the consumer determines the satisfaction after the completed purchase. Luxottica feels they make premium quality eye wear for all. They are confident you will enjoy your purchase and if you feel you made the wrong purchase you can return the product within 30 days in a “no ifs and or buts” type of return policy. That goes for all their retail chain stores/franchises. They go a step up in their retail sunglass chain Sunglass Hut and provide you with “free and easy returns for 90 days”. “Sometimes things just don't work out. And we totally understand. So if you're not thrilled with your purchase, you've got 90 days to return it for either a full refund or an exchange.”
   
   
   

Ch. 5 - Developing a Global Vision

Luxottica was founded in 1961 in Italy by Leonardo Del Vecchio. He started out as a tool and die maker in Milan and later changed his work to producing eye glasses. The company was very successful through its first years and Del Vecchio felt expansion was in the companies best interest. He was convinced that the company was in need of vertical integration (when a company expands its business into an area that are at different points on the same production path) to prevent the 'hold-up problem'. In 1974 he acquired Scarrone, a distribution company, which ultimately led the company to its first international expansion located in Germany. In the 80's Luxottica's acquisition of other distributors and the opening of branches and joint-ventures in other foreign markets allowed for Luxottica to operate in many foreign countries.

 Luxottica started a commercial partnership in Germany in 1981 which led to the acquisition of Avant Garde Optics Inc. Avant Garde Optics Inc., was a distributor with strong ties and a major distributor on the the United States market.

This move introduced Luxottica to the eye wear market in the US. In 1990 Luxottica listed in New York which allowed the company to raise money to acquire brands for expansion such as LensCrafters (1995), RayBan (1999), Sunglass Hut (2001), OPSM (2003) and many others. Luxottica's first partnership with a high fashion company came in 1988 through a license agreement with Giorgio Armani. Since then Luxottica has made major license agreements with top brands including Versace, Prada, Chanel, and Dolce & Gabana. 

Today Luxottica Group is a multinational company which operates in 130 countries across five continents with approximately 72,000 employees world wide. They have 20 distribution centers around the world and have their products designed and manufactured at six plants in Italy, two in China, one in Brazil, and one in the US, which is devoted to the production and manufacturing of sports eye wear. Luxottica's global vision and vigorous marketing and business executions make it the successful company it is today. Operating in these many markets around the world is the primary reason why they are the industry leaders in the eye wear business.

Ch. 4 - The Marketing Environment

Luxottica's target market is simply anyone who is in need or in want of eyewear or eye care services. In todays world selling glasses isn't as hard as it used to be. You see, many years back, glasses were the symbolic reference to your classic nerd or geek. People could have been legally blind and still refused the fact that they needed to wear those 'geeky glasses'. In todays world, that isn't so, in fact, it may be the total opposite. People love brands and the style and exclusivity that comes along with it. Many people who don't even need glasses or contacts still use them because its now considered cool.

 The eyewear business is in expansion and Luxottica is capitalizing on that. They spend hundreds of millions in advertisement across the globe. Towards the end of 2011, CEO Andrea Guerra, said “In the next few years, the target markets for our products could increase by more than 2 billion new customers.” He gives insight into plans for further expansion in different markets such as Indonesia. In early 2013 Guerra gave note to expansion plans and an update to the business saying “The start of 2013 has been particularly positive”, “Vietnam is a new option on our table”. Analysts are predicting that the company can gain double-digit growth this year. Luxottica's market share increased 26% in 2012 and the company has said it has “witnessed a shift in demand for premium and luxury brands, especially in so-called 'gateway and mega cities' and high potential channels such as travel, retail, and department stores.” Guerra said Luxottica expects to open between 60 to 70 new stores in China next year after 60 new openings this year. Expansion in different markets and locations globally calls for new strategy and even though the target market is mainly the same minor adjustments must be made specific to each region. 

Below, is Andrea Guerra in an interview hosted by the Wall Street Journal:

WSJ: How do European, Asian and U.S. customers differ?

Mr. Guerra: This is a million-dollar question. There are a lot of similarities between Mediterranean and Asian consumers: They both want a certain lifestyle, and they're in search of an emotional relationship with the objects they buy.

U.S. consumers are more pragmatic. America, compared with Europe, is always a step more conservative and traditional. Think of the most legendary sunglasses: They were all born in the U.S.—Ray-Ban and Oakley for example—but only because of their functional value. Oakley was perfect for sports, thanks to its technological value, while Ray-Bans were the pilots' sunglasses that made it easier to see in whatever climatic condition. It's all about practical features rather than a real connection with the brand. But this is changing. 

WSJ: What about Asia?

Mr. Guerra: Asia is a new discovery every day. It's like a candy store, a new world, new business models, consumers that discover a new trend every day. In China, up until five years ago, sunglasses didn't even exist. Now they're gaining ground.

Our most important markets are Brazil, Turkey, India and China. And I mentioned them in this order for a reason. Brazil is definitely our first priority. China is surely growing but is still small for us.

WSJ: How do you respond to critics who say Luxottica has used its position to keep eyewear prices artificially high?

Mr. Guerra: There are really no entry barriers in this sector. Anyone can come in and sell at competitive prices. The beautiful thing about eyewear is that you can really find them at any price—from $1 to $1,000. 

Ch. 3 - Ethics & Social Responsibility

Chapter 3 discusses Ethics and Social Responsibility. Code of Ethics are used by companies to assist members, internally or externally, in understanding the difference between right or wrong based upon values, religion and ethnicity at the same time complying with the law.

Luxottica has created a Code of Ethics for employees and for the public to see posted on their website. See Here . They created a 12 page code of ethics that covers the basic principles for how they want to be seen and act as a company internally and publicly. It was recently revised in February of 2013.

On page 1 of the Luxottica Code of Ethics it states, “All of the Luxottica Group's activities must be carried out in accordance with the law, within a framework of fair competition, with honesty, integrity, propriety and good faith and in observance of the legitimate interests of its customers, employees, trading and financial partners and the communities in which the Luxottica Group is present with its activities.” The code of ethics seeks to ensure that propriety, fairness, integrity, loyalty and professional rigor guide transactions, conduct and the way of doing business both in dealings in internal and external parties.

A Code of Ethics is great, but is it enough? Social responsibility is a businesses concern for societies welfare. A code of ethics is generally how the company is seen dealing with the morals and values more specifically on an internal view point but how important is it to the people that a company takes on the role to enriching the environment in various ways in which it operates? Social Responsibility is important and Luxottica knows it. On their Who Are We page, a page in which Luxottica describes themselves as a company, they give light to the importance of being conscious of the environment in which their huge business operates in. “Luxottica's special relationship with its local environment makes us particularly sensitive to environmental issues. As a market leader, we believe we have a responsibility- and a unique opportunity- to demonstrate how business can thrive by demonstration respect and stewardship of the environment in which it operates.” Luxottica in recent years has put forth a dedication to decrease their footprints of negative effects on the environment. They proudly state that they are continuing their commitment to promote sustainable business practice to achieving positive economic results that comply with quality, safety and the environment. Such steps they have taken have been to reduce waste, recycle, and use less materials for packaging.

Luxottica has received a ISO 14001 certification, the purpose of facilitating an achievement of environmental protection objectives through adoption of a recognized and certified system, in all of their Italian plants.

In addition, Luxottica also operates and owns the OneSight foundation in which they opened 8 global eyewear recycling centers. Annually, they recycle 2 million pairs of eyewear. Founded in 1988, OneSight has helped more than 8 million people globally to provide vision care and eyewear. The OneSight Research Foundation has also granted more than 7 million dollars to cover optical research and education expenses. Being the powerhouse that they are in the eyewear industry they are certainly making it seem like they are doing a lot to give back to the people who need it most. This is Luxottica's ethical responsibility as they are doing what seems right and fair.

Chapter 2: Strategic Planning for Competitive Advantage

Chapter 2:

Luxottica's SWOT Analysis.

Strengths – The strength of Luxottica at a business standpoint lies within the companies ownership of other eye wear brands and production and distribution of other luxury brands in the eye wear industry. Luxottica owns approximately 80% of the high end eye wear market yet few people know of the Luxottica group. Owning 80% of your business market share would be a strength to any company/business. Luxottica designs, produces, and distributes eye wear for many prestigious brands including but not limited to: DKNY, Bvlgari, Chanel, Polo Ralph Lauren, Versace, and Coach to name a few. They own some of the best selling eye wear brands including Ray Ban and Oakley. To own most of the share in the eye wear industry is a strength, however, it can also be seen as a weakness as consumers may question the exclusivity of certain luxurious eye wear and/or low end brands if they understood all products were designed and produced under the same company. That leaves us with Luxottica's weakness.

Weakness – Lets say you walk into LensCrafters (which, by the way, is owned by Luxottica) and you pick up a pair of Chanel eyeglasses and a pair of Mosley Tribes eyeglasses. The consumer (you) would look at many features of the product including the price, style, design, material etc. Most of the time, consumers tend to be more intrigued by the brand name. So even though the Chanel pair costs $404.99 and the Mosley Tribe pair is $135.99 most consumers will choose the Chanel pair because of what the Chanel brand has to “offer”. And I support this example as even I, a consumer, have before chosen a certain product specifically because the brand “means more to me”. But lets say that you went into LensCrafters and chose those same pair of glasses but before hand knew that they were designed and produced as well as distributed by the same company, how much will the 'Chanel' logo really influence your purchase knowing the quality were virtually the same? Would the name 'Chanel' logo justify the adjusted $269 price tag? If more consumers knew of this and knew that most of the eye wear products were made under the Luxottica powerhouse it will certainly affect product sales especially for the more expensive products.

Opportunities – In addition to designing and producing eye wear items for themselves and other brand name companies, Luxottica also owns the major eye wear retail stores in the world. Luxottica owns LensCrafters, Pearle Vision, and recently purchased, the worlds leader in the sunglass retail business, Sunglass Hut. With many of the big name retail shops under the Luxottica umbrella the opportunity is virtually endless. Since they own most of the businesses in the eye wear industry they can virtually dictate the prices on the various products they offer and be successful with its decision as they are the powerhouse in their market.

Threat – Being that Luxottica is the fore front runner and biggest player in the eye wear industry any company in their market holds a, most likely minimal, threat to Luxottica. Another threat Luxottica faces lies within consumers, and how they may feel deceived by the 'brand competition' if most brands' eye wear are being constructed under one house.

Ch. 1 - Overview of Marketing (Brief History and Mission Statement)

Intro to Marketing Section 014 - Pedro Ortiz

Luxottica   

               Luxottica's mission statement -

LUXOTTICA PRODUCES AND DISTRIBUTES SUN AND PRESCRIPTION EYEWEAR OF HIGH TECHNICAL AND STYLISTIC QUALITY TO IMPROVE THE WELL-BEING AND SATISFACTION OF ITS CUSTOMERS AND AT THE SAME TIME CREATE VALUE FOR EMPLOYEES AND THE COMMUNITIES IN WHICH THE GROUP OPERATES.
                                 

                             Brief History of Luxottica - 

Luxottica Group originated in 1961, when Leonardo Del Vecchio set up Luxottica di Del Vecchio e C. S.a.S., which subsequently became a joint-stock company under the name of Luxottica S.p.A. Having started out as a small workshop, the Company operated till the end of the ‘60s as a contract producer of dies, ferro-tagli, metal components and semi-finished goods for the optical industry. In 1988, Luxottica embarked on its first collaboration with the world of fashion, entering a licensing agreement with Giorgio Armani. The Company followed up that initial experience (terminated in 1993) with numerous others, gradually building a world-class brand portfolio featuring names like Bvlgari (1996), Salvatore Ferragamo (1998), Chanel (1999), Prada, Versace (2003), Donna Karan (2005), Dolce & Gabbana, Burberry (2006), Polo Ralph Lauren (2007) and Tiffany (2008). As for house brands, the Company slowly expanded in the sun segment by buying “Vogue” (1990) and the famous Persol (1995), a brand with a glorious tradition and a middle/high-end positioning. Luxottica, today, is now the largest company in the eyewear business, in the world. They are a conglomerate that very little people know about, yet millions of people wear and use their products daily.