The long read: How one giant company will predominate the lane the whole world sees
If you have been wearing glass for years, like me, it can be surprising to discover that you perceive “the worlds” thanks to a few giant companies that you have never heard of. Fretting about the fraying edge of motorway lightings at night, or terms that slip on the page, and occasionally spending a fate at the opticians is, for many of us, enough to think about. And sights are unusual things. It is hard to think of another object in our society which is both a medical device that you don’t want and a manner accessory which you do.
Buying them, in my own experience anyway, is a fraught, somewhat exciting exercise that starts in a darkened room, where you contemplate the blurred letters and the degeneration of your visual cortex, and ends in a bright, gallery-like space where you enjoy the spry feeling of acetate in your thumbs, listen to what you are told, pay more than you were expecting to, and look forward to occupying a new, slightly sharper version of your existing self.
The $100 bn( PS74bn) eyewear industry is built on sentiments such as this. In the trade, the choreography that takes you from the consulting chamber to the luring, bare-brick showing of PS200 frames is known as” romancing the product “. The number of eye exams that turn into sales is the” capture rate”, which most opticians in Britain( or optometrists, as they are known in the rest of the world) set at around 60%. During the 20 th century, the eyewear business worked hard to transform a physical deficiency into a statement issued style. In the process, optical retailers learned the strange fact that for something that costs only a few pounds to build( even top-of-the-range frames and lenses expense, combined , no more than about PS30 to create ), we are very happy, happier in fact, when paying 10 or 20 times that amount.” The margins ,” as one veteran of the sector told me carefully,” are outrageous .” The co-founder of Specsavers, Mary Perkins, is Britain’s first self-made female billionaire.
Almost everyone wears glasses at some phase in “peoples lives”. In developed countries, the rule of thumb is that around 70% of adults necessity corrective lenses to determine well. In Britain, that translates to some 35 million people. But it’s hardly a topic of national dialogue. To the casual observer, the optical market also presents a busy and confusing sight. In Britain, thousands of independent opticians rub alongside a few big retail chains such as Specsavers, Vision Express and Boots. The wall displays in even a small, local optician hold several hundred frames, metal, acetate and rimless, while posters advertise a range of lenses with sciencey-sounding properties- “freeform”, ” photo-fusion”,” reflex vision”- and names so bland they are hard to remember even when you are looking straight at them.
But what we determine masks the underlying arrangement of the global eyewear business. Over the last generation, just two companies have risen above all the remainder to predominate service industries. The lenses in my glass- and yours too, most likely- are made by Essilor, a French multinational that controls almost half of the world’s prescription lens business and has acquired more than 250 other companies in the past 20 years.
There is a good chance, meanwhile, that your frames are made by Luxottica, an Italian corporation with an unparalleled combination of factories, decorator labels and retail outlets. Luxottica pioneered the use of luxury brands in the optical business, and one of the many powerful functions of epithets such as Ray-Ban( which is owned by Luxottica) or Vogue( which is owned by Luxottica) or Prada( whose glass are made by Luxottica) or Oliver Peoples( which is owned by Luxottica) or high-street outlets such as LensCrafters, the most significant optical retailer in the US( which is owned by Luxottica ), or John Lewis Opticians in the UK( which is run by Luxottica ), or Sunglass Hut( which is owned by Luxottica) is to stimulate the marketplace feeling more varied than it actually is.
Between them, Essilor and Luxottica play a central, intimate role in the lives of a remarkable number of people. Around 1.4 billion of usrely on their products to drive to study, read on the beach, follow the whiteboard in biology lessons, kind text messages to our grandchildren, land aircraft, watch old movies, write thesis and glance across eateries, hoping to look slightly more intelligent and interesting than we actually are. Last time, the two companies had a mixed client base that is somewhere between Apple’s and Facebook’s, but with none of the hassle and its further consideration of being as well known.
Now they are becoming one. On 1 March, regulators in the EU and the US devoted permission for the world’s largest optical companies to form a single corporation, which will be known as EssilorLuxottica. The new firm will not technically be a monopoly: Essilor currently has around 45% of the prescription lenses marketplace, and Luxottica 25% of the frames. But in seven centuries of spectacles, there has never been anything like it. The new entity will be worth around $50 bn( PS37bn ), sell close to a billion pairs of lenses and frames every year, and have a workforce of more than 140,000 people. EssilorLuxottica intends to dominate what its executives call” the visual experience” for decades to come.
The creation of EssilorLuxottica is a big deal. It will have knock-on repercussions for opticians and eyewear producers from Hong Kong to Peru. But it also represents a response to an unprecedented moment in the story of human eyesight – strong> namely, the accelerating degradation of our eyes. For several thousand years, human being have lived in more or less advanced civilizations, reading, writing and doing business with one another, mostly without the aid of glasses. But that is coming to an end. No one is exactly sure what it is about early 21 st-century urban living- the time we spend indoors, the screens, the colour spectrum in LED lighting, or the needs of ageing populations- but the net ensue is that in various regions of the world, we are becoming a species wearing lenses. The want varies depending where you go, because different populations have differing genetic inclinations to poor eyesight, but it is there, and growing, and probably greater than you think. In Nigeria, around 90 million people, or half the population, are now thought to need corrective eyewear.
There are actually two things going on. The first is a largely unreported world outbreak of myopia, or shortsightedness, which has doubled among children and young people within a single generation. For a long time, scientists belief myopia was principally determined by our genes. But about 10 years ago, it became clear that the lane children were growing up was harming their eyesight, too. The impact is starkest in east Asia, where myopia has always been more common, but the rate of increase has been uniform, more or less, across the world. In the 1950 s, between 10% and 20% of Chinese people were shortsighted. Now, among teens and young adults, the proportion is more like 90%. In Seoul, 95% of 19 -year-old humen are myopic, many of them severely, and at risk of blindness later in life.
At the same time, across the developing world, a slower and more complex process is underway, as populations age and urbanise and move indoors to work. The history of eyewear am saying that people do not, as the standard rules, start wearing glass because they notice everything has gone a little out of focus. It is in order to take part in new different forms of entertainment and labour. The mass marketplace in spectacles did not emerge when they were invented, in 13 th-century Italy, but 200 year later, alongside the printed word in Germany, because people wanted to read.
In 2018, an estimated 2.5 billion people, mainly in India, Africa and China, are thought to need spectacles, but had not yet been means to have their eyes tested or to buy them.” The visual subdivide”, as NGOs call it, is one of those vast world shortcomings that suddenly induces sense when you think about it. Across the developing world, straightforward myopia and presbyopia, the medical epithet for longsightedness, ought to have linked with everything from high street deaths to low educational achievement and poor productivity in factories. Eye-health campaigners call it the largest untreated disability in the world.
It is also a staggering business opportunity. Essilor and Luxottica know this. It was Essilor that worked out and first publicised the 2.5 billion statistic, in 2012.” For 2,000 times people were living chiefly outside ,” said Hubert Sagnieres, Essilor’s chairman and chief executive, where reference is gratified lately in Paris.” Abruptly, we live inside, and we use this .” He tapped his mobile phone on the table. The legal and technical details of the EssilorLuxottica merger will take a few years to iron out, but Sagnieres was transparent about its mission: to equip countries around the world with eyewear over the coming decades.” I am driving a highly profitable corporation ,” Sagnieres told me.” You know, between 2020 and 2050, governments will not solve all the problems of the world .”
The looming power of EssilorLuxottica is the subject of morbid obsession within the eyewear world. Everyone knows the new company is poised to have a profound impact on the way that we are going to see. “Forgive me,” said one longtime entrepreneur in key sectors.” But it is nothing short of control of service industries .” One investor described the new firm as a” category assassin “. In many conversations, people describing him arrival, which would have been genuinely inconceivable a generation ago, as both extraordinary and somehow inevitable at the same hour. That struck me as the kind of contradiction you come across more frequently in a person than in a business. And it is true of EssilorLuxottica and, to some extent, the business of vision itself, because it is- to an amazing degree- the legacy of a single man.
Leonardo Del Vecchio is the patron, legend and haunting feeling of the global eyewear business. He is its Citizen Kane and its Captain Ahab. His father died before he was born; his mother was poor; and he was raised in an orphanage in wartime Milan, where he went out to work as a metal engraver at the age of 14. In 1961, Del Vecchio opened training workshops in the town of Agordo, in the Dolomite mountains. He was 25, and to begin on his own. The valley around Agordo was emptying out because of the closing of a mine, and the cities was giving away ground to companies that were willing to move there. Del Vecchio asked for 3,000 sq metres on the riverbank to build a factory to construct proportions for spectacles. He had a young family, and in time, he built a house next door to the workshop so he had been able to stair from one to the other, starting his period at 3am.
Over the next half century, Del Vecchio grew his corporation, which was called Luxottica, into the world’s greatest manufacturer of glass frames. In an industry that was traditionally fragmented and small-scale, the totality of Del Vecchio’s ambition took his contenders by surprise. He sought to control every element in the business, from the metal alloys of the hinges to the stores where eyewear is sold.” Never assume that you have arrived, or look at the world as your only point of reference ,” he liked to say. In a series of audacious takeovers, Del Vecchio acquired brands such as Ray-Ban and Oakley and Persol, and signed contracts with style homes such as Armani, Ralph Lauren and Chanel. He constructed factories in China, acquired eyesight insurance schemes in the US and retail chains on four continents.
Since 1994, Del Vecchio has been Italy’s highest individual taxpayer and the country’s second-richest boy. A few years ago, people guessed his job had run its course. But in January 2017, at persons under the age of 81, Del Vecchio announced the greatest deal of their own lives, in which he also fastened the final missing portion for his frames- the lenses- when Luxottica agreed to merge with Essilor.” He wants to do this merger ,” a former colleague mentioned,” guessing he will leave behind this great company that they are able to last for 100 times .”
When I arrived in Agordo one recent afternoon, it was thinking about starting to snow. The township rests among steep wooded hills and the bare gray sides of mountains. The blue buildings of the Luxottica factory, with Del Vecchio’s house still standing by the entryway, glowed across the river. Although the flower is now merely one of the company’s 12 frame manufacturing facilities, which stretch from Sao Paulo in Brazil to Dongguan in southern China, the founding in Agordo remains Luxottica’s organising myth. Every time, Del Vecchio hosts a Christmas dinner for the plant’s 4,500 laborers( the town of Agordo has a population of 4,000 ), which is entertained by an Italian popping starring of his select.” People are screaming and hollering when he comes in ,” said Giorgio Striano, Luxottica’s chief operating officer. In Agordo, Del Vecchio is referred to as simply, “< em> Il Presidente “.