This excerpt taken from the LUX 6-K filed Feb 8, 2008.
Our growth forecasts reflect the potential of the new Luxottica Group, for the entire period of the plan.
Europe and emerging markets are the first priorities of our plan. Throughout the integration, the entire Luxottica sales and operating infrastructure is at the disposal of Oakley, one of the most desired brands in those countries, to more than double Oakleys sales over the next three years. The retail market, in addition to clear operating synergies coming from the combination of the Luxottica and Oakley store base, will give us the opportunity to tell the story of the Oakley brand in many more new stores, with a particular emphasis on the optical segment.
Among priorities, the plan includes important changes in the industrial and operating space, to immediately leverage all possible operational efficiencies coming from each others strengths. The Research & Development area in sun lenses will be an area of important focus, merging Oakleys skills with Luxotticas long tradition. Finally, the Groups new optimal logistics structure will be identified soon.
Thinking about this operation as a business development and not as a simple integration, the plan also includes other projects which further widen the Groups potential. These projects are: to strengthen retail coverage of the luxury segment in North America; to appropriately position brands such as REVO and Arnette; to encourage the development of our traditional sports brands and strengthening global operating infrastructure for Oliver Peoples, a luxury Californian brand desired globally.
We have merged the strengths of two winning companies, concluded Mr. Guerra. Business planning has concluded and has already entered its execution phase. Now, with our characteristics of speed, entrepreneurship, simplicity and passion, we have to continue striving to meet current and future needs of our customers from a global perspective.