EssilorLuxottica ANZ general manager, wholesale Marco Caccini

EssilorLuxottica’s key New Zealand-based independent practice customers were invited to the company’s new Australasian headquarters for a heart-to-heart about the company’s completed merger, future direction and what this all means for them.

Against a backdrop of jaw-dropping, near-360° views across Sydney, from the heady heights of the 34th and 35th floors of EssilorLuxottica ANZ’s offices in North Sydney, the company’s senior management team discussed lenses, frames and where each part of the group sits in relation to one another. This included some tricky questions about how the company’s relationship with its key independent customers, many of whom have been with Essilor for years, compared to the company’s arrangements with its optical chain, OPSM.

EssilorLuxottica ANZ senior management, including Marco Caccini (back, centre) and Stephen Locke (far right), with local company representatives and New Zealand independent practice owners at the company’s North Sydney headquarters earlier this year

Talking openly about the different relationships within the organisation, ANZ general manager, wholesale, Marco Caccini acknowledged some OPSM stores also have access to some of its high-end lens products, including its Varilux range and its new myopia-management lens Stellest, while others, such as Bailey Nelson and Optometrist Warehouse, do not. Who gets what is driven by which part of the business the chains work with to source their lenses, where the stores are based, their retail style and offering and their staff knowhow, he said. High-end lenses, such as Stellest, require a high degree of professionalism, knowledge and training to effectively diagnose, fit and dispense, he said, so are often better suited to independents. “We offer all the brands, products and technology we think are appropriate for that channel but then we also have a service strategy, which is at the base of our partnership programme with independents.”

This strategy also applies to its frames, said Caccini, with deals to be done when and only if it makes commercial sense. “Frames are by definition a selective distribution, so it needs to make sense for the independent and their competitive territory… their value proposition. It’s a balance we have to play.”

Stressing the importance of the ANZ region, both in his group presentation and in a follow-up interview, Caccini said to grow the company’s Australasian business, its main focus was the independents, helping and empowering them to be more competitive and attractive in their market. “Today is an example of that focus: we have organised a dedicated visit for our top New Zealand customers whom we have flown in to have two days to truly deep dive into what’s new and what’s coming.” This meeting, however, only marks the end of the beginning of the journey, he said. “It has taken a while to get here, but now we are in the best possible position to support the growth of our partners.”

Key to growth is elevating the in-practice dispensing role and actually talking to customers about the importance of lenses, especially given there will be 300,000 more presbyopes in the region within the next decade, said Caccini. This will be supported by marketing campaigns, such as the current one for the Stellest lens, outlined at the meeting by wholesale marketing director, Larissa Brander. This myopia-management focus is a perfect example of the company’s current strategy, he said. “We offer the best lens technology, we invest in a strong media campaign to drive traffic to partners and we activate PR to create awareness among key stakeholders, such as the paediatric community.” To further support Stellest, and the practices which offer these new lenses, the company has also introduced training modules and package-based selling protocols, revamped its kids’ Ray-Ban offer and, in some countries, developed a subscription module to loyalise families, said Caccini. “As a wholesale team, we continue to implement unique programmes and services available only to our partners.” These include:

• B2C actions to drive customers to stores, including the current Stellest campaign
• Technologies and protocols like AVA lenses based on 1/100th of a diopter, or Eyecode technology for full lens personalisation
• Customised training and digital marketing consultancy
• Smartshopper – frame customisation, virtual try-on etc.
• Customised product offerings to ensure New Zealand independents are fully equipped and offering the right product mix

As well as co-presenting at the meeting, Stephen Locke, vice president optical, also showed the Kiwi practice owners around EssilorLuxottica’s first global showroom on the company’s 35^th floor. Brightly lit floor-to-ceiling cases displayed around 12 of its 45 frame brands – around 3,000 frames in total. The showroom was designed to be inspirational, said Locke. “To show partners how they can bring brands to life and commercially use space.”