Empower Repositioning 4q6hd

TM

emPower!

Variable Focus Eyewear Evans Cooper LXFM 502 May 5/25/2017

Table of Contents I. Executive Summary 1.1 Company Overview……………………………………………………………….. 3 1.2 Product Overview…………………………………………………………………. 4 1.3 New Brand Proposition……………………………………………………………. 4 1.4 Brand Positioning Statement…………………………………………………….... 4 II. The Product 2.1 The Technology……………………………………………………………………. 5 2.2 How emPower Electronic Glasses Work ………………………………….……. 6 2.3 The Product Repositioning Strategy……………………………………………… 6 2.4 SWOTS Analysis…………………………………………………………………… 7 III. Target Market 3.1 Industry: Eyewear……………………………………………………………….... 9 3.2 Target Customer Type……………………………………………………………. 9 3.3 Target Customer Profile…………………………………………………………… 9 3.4 VALS: Achiever……………………………………………………………………. 10 3.5 Segmentation Solution……………………………………………………………. 10 IV. Industry Analysis 4.1 Market Size………………………………………………………………………… 11 4.2 Characteristics of Key Market…………………………………………………… 11 V. Macroeconomic Analysis 5.1 Political & Legal…………………………………………………………………….. 13 5.2 Economic…………………………………………………………………………… 13 5.3 Social & Cultural……………………………………………………………………. 14 5.4 Technological………………………………………………………………….…….. 14 5.5 Natural Resources…………………………………………………………………. 15 5.6 Legal…………………………………………………………………………………. 15 VI. The Marketing Strategy 6.1 Product………………………………………………………………………………. 16 6.2 Price………………………………………………………………………………….. 16 6.3 Place………………………………………………………………………………….. 17 6.4 Promotion…………………………………………………………………………….. 18 VII. The Competitive Landscape 7.1 Potential Direct Competitors…………………………………………………………20 VIII. Suppliers and Intermediaries 8.1 Suppliers……………………………………………………………………………… 22 8.2 Intermediaries…………………………………………………………………………22 Works Cited………………………………………………………………………………………. 25

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I. Executive Summary 1.1 Company Luzerne Optical Laboratories, Ltd. (Luzerne) is the largest independently-owned single location wholesale optical laboratory in the United States. The company owns the technology and design patents of the emPower variable focus glasses. Luzerne Optical is a family-owned and -operated business. It has been in the eyecare industry nationally, as well as internationally, since 1973. The laboratory services thousands of independent eyecare professionals and also engages in technology development. The company is a full-service laboratory and has a strong reputation in the industry for supplying innovative, quality products, and services. The company has received numerous awards from leading manufacturers such as Essilor/Varilux, Crizal, Corning, Zeiss, Polymer Technology and Transitions for outstanding performance and excellence.1 Luzerne introduced emPower eyeglasses in 2011 and has since struggled with branding and positioning the product. This presentation rethinks the company’s marketing strategy and proposes to reposition emPower as a luxury eyeglass technology brand. We are proposing this strategy because of emPower’s high cost to manufacture as well as our desire to ensure continuous growth and expansion into a market demographic that will demand and pay for the product based on emPower’s aesthetics, usability, and exclusive pricing. 1.2 The Product Overview What is emPower!? emPower is the latest in eyewear technology. With just the touch of a finger, the viewer can change the lense from far sight to near- sight reading view. An invisible, electronic near-reading segment is activated when the viewer needs close-up vision. When he pushes the side button again, the view changes back to far sight vision. The eyeglasses have lightweight composite lenses with a thin, transparent liquid crystal layer that electronically changes the power of the lenses to add magnifying power for reading and other near vision tasks when needed and quickly removes it when it is not needed. The microchip and power source for the lenses are hidden within the temples of the frames. Wearers have the option of operating the electronic glasses in three modes: manual on, manual off, and automatic. When "manual on" is set, the wearer can change the power of the lenses by making a quick swiping motion with a finger against the temple of the frame. With a second swipe, the magnifying power disappears, enabling a large, unobstructed field of view for distance vision. When "manual off" is set, the near power disappears, so no unwanted magnification gets in the way of distance and intermediate vision for driving, watching television, sports activities, etc. When "automatic" is

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set, added magnifying power appears in the lower portion of the lens when the wearer lowers her head to read, and disappears when the head returns to an upright position. emPower variable focus eyewear was introduced in 2011. But due to a series of design, production cost, and low sales (resulting from poor strategic marketing execution), the company declared bankruptcy in November 2013 and ceased operations. Our task: To relaunch emPower and achieve successful results in the luxury eyewear sector. 1.3 New Brand Proposition Far-sight and reading glasses in one, at the touch of a button, emPower technology gives you one lens that suits all of your vision needs 1.4 Brand Positioning Statement To the savvy, sophisticated eyeglass wearer who also has to carry around reading glasses, when you are ready to lighten your load, try the two-in-one auto-changing lens by emPower. It saves you the extra hassle of having two pairs of glasses. This patented technology is available only through select quality fashion brands. emPower is your eyeglass for both work and play.

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II. The Product 2.1 The Technology emPower is a technologically advanced performance eyeglass lense that allows the wearer to change the vision from her regular eyeglass prescription view to reading glass prescription view with the touch of a button.

If a person wears bifocals or progressive lenses, this technology will revolutionize the way she sees and uses her eyeglasses. emPower will: ● ● ● ● ● ● ● ●

Focus as fast as a blink, Provide an invisible electronic near focus zone when desired, Offer three modes of operation: automatic, manual on, manual off, Provide wider fields of view compared to a progressive addition lens, Allow for less distortion than a progressive addition lens, Vision correction for all ranges of sight: far, near, and in between, Allow you to turn near reading power off when desired, and Rechargeable hidden battery.

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2.2 How emPower Electronic Glasses Work: Hidden in the frames of the otherwise normal-looking glasses, are a microchip, microaccelerometer and miniature batteries. Each lens has a transparent LCD layer that can electronically change its molecular structure, changing the focus only as needed. If viewer tilts his head down to read a book or peek at an object up close, the accelerometer automatically detects the motion, sending a signal to the LCD that alters how light is refracted, change the prescription quietly in a blink of the eye. He can also put the glasses in manual mode. So why would anyone choose these electronic glasses compared to conventional progressive lenses? One answer: With ordinary progressives, the wearer might be lying on a couch or bed and tilting his head up to watch TV, which would otherwise be a challenge if he is peering out of that portion of the lens that isn't meant for distance viewing. With emPower, he would only summons a lens optimized for reading or closeups when one needs to. emPower looks and feels identical to today's fashion eyeglasses. It will be available in numerous colors and styles, including wire (metal), zyl (plastic), rimless and rimmed frames. Frames include metal, memory metal, plastic, rimless and semi-rimless in both male and female styles. All emPower frames include the electronic lenses, electronic control package with internal power source and charger.2 2.3 The Product Repositioning Strategy

emPower! is an eyeglass technology company that we are re- positioning as luxury eyewear. We are taking this strategy because the company has gone bankrupt. The company has struggled for two reasons: 1. the glasses are not appealing in design, as the company has focused so much of its attention on the technology, and 2. the cost of technology is so high that it requires a price. In short, emPower needs to attract clients who will pay the price. We feel those people are the purchasers of luxury, high fashion brands, and they happen to also embrace technological advances if they add convenience to their lives. The frames have to be redesigned. The company needs to use the frame designs of leading luxury fashion companies as well as their brand following to achieve successful repositioning and significant sales success. 6

emPower will become a luxury high technology eyeglass brand that will provide a high-tech, fashion solution to those who desire savvy, fashionable reading glasses: ● emPower’s s will be the luxury-brand buyers of the modern life. ● Their income will be the upper level, usually working in variety of professional managerial occupations or entrepreneur, covering practically all industries areas, especially the mental workers who do considerable reading, writing, or drawing ● Their customers will also enjoy life and outdoor activities. ● Age: 45+ years of age ● Buying habits: Heavy luxury brand consumers. 2.4 SWOTS Analysis STRENGTHS ● ● ● ●

Technology：50% less peripheral astigmatism / distortion than progressive lens. Have wider fields of view, including in the near, middle and long distance zone. Automatic fast focus and vision correction. Easy to operate and use. Eyewear allows the wearer to be in control of his/her vision by the simple act of touching the side of his/her eyeglass frames.

WEAKNESSES ● Needs more captivating, trendier designs. ● High research and development costs. ● The initial may need to practice and adapt to the product. ● Requires considerable charging. ● Small niche market. OPPORTUNITIES ● Market: The eyeglass market is very large and spans from lower income to upper high income. ● Significant opportunity for luxury brand targeting, particularly in certain cities such as LA and New York. ● High global consumer need for spectacles. ● Aging population expanding and living longer, requiring glasses. ● Technology expanding. Electronic screens are being used more and more. ● Opportunity to expand patent technology. ● Technical upgrades available, such as sunglasses and transitions lenses. ● Opportunity to enhance frame design. ● Mature market with leading industry players, such as Luxottica-Essilor

THREATS ● Technological threats from competitors developing knock offs.

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Ability of some already well-established competitors to produce a cheaper line. Requires a marketing budget to properly position and keep the product desireable.

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III. Target Market 3.1 Industry: Eyewear The technology of emPower can be used in many markets, including weldings, academia, and the broad-range, everyday consumer market -- that is, regardless of occupation. The total market includes everyone who has to carry a pair of reading glasses with them as a result of age and vision-reduction and makes over $125,000 per year. Given manufacturing costs, the suggested retail price is $1,000 to $1,200. Our strategy is to partner with eyewear designers and manufactures Gold & Wood and Cartier, and eventually those who hold many of the licensing rights to other luxury brand eyeglasses, such as Louis Vuitton, Tom Ford, Christian Dior, and Gucci. We will also incorporate two mass-market brands into our marketing strategy -- Calvin Klein and Ralph Lauren -- given their universal presences across multiple pricing tiers, including high-end/designer. We suggest a strategic alliance with Gold & Wood, a premier Luxemburg luxury boutique eyewear company whose customer base includes actor Samuel L. Jackson, rapper 50-cent, actor Will Smith, and other wellknown celebrities. 3.2 Target Customer Types: 1. Luxury brand buyers who like sophisticated tech-gadgets, 2. Lawyers who do a considerable amount of reading and have the income, 3. Well-established doctors who consistently put on and take off their glasses, 4. Corporate executives, 5. Retirees of high professional careers, 6. Celebrities and other high net worth individuals. 3.3 Target Customer Profile: 1. $125,000+ per year 2. High level of disposable income 3. Professional 4. 45+ years old 5. Self employed or holds a high-ranking position 6. At the age of considering reading glasses 7. Tech-savvy. Loves technology 8. Attracted to tech-gadgets 9. Loves high fashion brands 10. Enjoys high fashion and style 11. Lives in Japan, China, Europe, New York, LA, Miami, Hawaii or Silicon Valley 12. Loves high fashion cities such as Miami, Milan, and Florence 13. Frequently takes trips to exotic destinations, such as Saint Tropez

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3.4 VALS: Achiever 3 ● ● ● ● ● ● ● ● ● ● ● ●

Have a "me first, my family first" attitude Believe money is the source of authority Are committed to family and job Are fully scheduled Are goal oriented Are hardworking Are moderate Act as anchors of the status quo Are peer conscious Are private Are professional Value technology that provides a productivity boost.

3.5 Segmentation Solutions 4 Wealthy Older Mostly w/o Kids Movers & Shakers is home to America's business class, a wealthy suburban world of dual-income couples who are highly educated, typically between the ages of 45 and 64. Given its high percentage of executives and white-collar professionals, there's a decided business bent to this segment as they enjoy reading business publications and visits to business oriented websites. ● ● ● ● ● ● ● ● ● ● ● ●

Social Group: 04 - S1 Elite Suburbs Lifestage Group: 08 - M1 Affluent Empty Nests Demographics Traits Urbanicity: Suburban Income: Wealthy Income Producing Assets: Elite Household Technology: Above Average Age Ranges: Age 45-64 Presence of Kids: Mostly w/o Kids Homeownership: Mostly Owners Employment Levels: Management and Professional Education Levels: Graduate Plus

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IV. Industry Analysis 4.1 Market Size: In 2016, global sales of spectacles were valued at US$102 billion, according to Euromonitor.5 4.2 Characteristics of the Key Market: Rise in demand for functional spectacles Growing prevalence of myopia (nearsightedness) is the main global issue behind the continuous growth in demand for spectacles. Many clinical research studies are carried out every year to find a way to control myopia, but research is still going on, despite many products being launched which claim to help control it. An ageing population is also contributing to the growth in demand for spectacles. People aged 50+ are keen consumers of a long list of health and beauty products and fashion-forward options, and receptive to tech developments. Brands are responding to this more assertive and outspoken demographic, not because of its economic clout According to AARP, a US lobby group for seniors, the annual economic activity of the “longevity” market in the US is worth US$7.6 trillion.6 The Impact of Digital Devices With the widespread use of digital devices and early exposure to computer screens, people’s eyes are being strained while focusing on screens to watch TV shows, read text and play games; anything beyond the screen distance is often ignored, which can worsen the condition of one’s eyes. With consumers spending more time in front of digital devices and the world’s population ageing overall, this has resulted in higher demand for functional spectacle lens, such as office lenses, progressive lenses and digital device lenses, which generally cost more than a regular pair of spectacles.

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Euromonitor 2017: Five Things You Need To Know about the Essilor-Luxottica Merger.

Digital Eyewear is Trying to Take Hold in the Market Despite the unspoken failure of Google Glass, Luxottica and Google have sealed a strategic partnership to develop innovative wearable devices, otherwise known as smart glasses. Following the lessons from other wearable electronics that was first launched by technology companies with a lack of fashion element, players entering the smart glasses market are wary of the geeky image that smart glasses would potentially exude and which is perhaps the reason why Google Glass failed to impress consumers. This makes tie-ups between technology companies such as Google, lens manufacturer Essilor International SA and fashion-focused company Luxottica Group SpA a win-win situation in projecting a dominance of the smart glasses market where expertise of all elements are put together.7 Given Google Glass’s first attempt was a failure, it is imperative that emPower learn from Google Glass’s mistakes and strategically target the right clientele and produce a desirable product for its own sustainability and survival.

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V. Macroeconomic Analysis 5.1 Political and Legal China’s wage has been increasing and is now higher than some of its peers. This means operating in China involves paying more in wages, which can cause business profit margin to narrow. The Chinese wage rate is expected to rise as the labor force acquires more sophisticated skills and the labor market reaches a near saturation point, but given that China s and will for a significant part of the global consumer market, investing in China has strong justifications despite the rising wage rates. Brand Impact: Brand needs to take into the financial impact of increasing wages in China, where its manufacturing is done. Brand also needs consider entering into China (and Japan) to sell its product, as these two economies hold the number 1 and 2 ranks for luxury brand consumption.8 5.2 Economic After a sluggish performance in 2016, global economic growth is projected to pick up pace in 2017. The world’s real GDP growth is forecast to accelerate from 3.0% in 2016 to 3.4% in 2017. Economic activity rebounded strongly in North America approaching 2% real GDP growth in the fourth quarter of 2016 after a weak first half of the year. Consumer and business confidence indicators have increased notably towards the end of 2016, which is anticipated to lead to more rapid economic growth in 2017. Brand Impact: Positive consumer reports induce purchases to buy goods with more confidence, in place of market hesitancy and concern. This is a ripe time for emPower to enter the market. Potential for reduced consumer spending and weaker consumer confidence as some high-end products can be considered discretionary or substituted as the economy shifts. Many companies are experiencing an inability to create and drive market and product trends while anticipating changes in customer behaviour/preferences and in the dynamics of the overall luxury goods market.9 Brand Impact: Band will have to do thorough research and target those consumers who consume luxury without comparison or question -- yacht buyers, private plane purchasers, etc

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5.3 Social & Cultural Ageing is a changing narrative as people are living and working for longer and prioritising wellness. Brands are now aiming to make shopping fun, easy and enjoyable regardless of age, size and shape. The push against an upper age limit for style icons continues in the media as more mature consumers feature in articles and ad campaigns, enjoying leisure choices and working lifestyles typically associated with their younger peers.10 Brand Impact: As market expands with aging population expansion and healthier living, the brand stands to gain from more product demand. 5.4 Technological The power of artificial intelligence to transform the consumer journey is currently the hottest topic in technology. Artificial Intelligence refers to technologies capable of performing tasks normally requiring human intelligence. Brand Impact: Brand will need to incorporate artificial intelligence into its customer experience. As more retail sales shift to online channels, a number of retailers are looking at ways to better incorporate technologies into the physical retail environment in order to empower store associates and improve the in-store experience. Using artificial intelligence, brands are able to more intelligently and efficiently comb through data to better predict consumer behavior and offer recommendations tied to individual consumers. Any business without an artificial intelligence strategy will die in the next three years. Brand Impact: Brand will have to incorporate qualitative demographic analysis into its sales plan in order to more effectively reach its target market and expand more deeply into it. My consider partnering with Apple or Google for data gathering and client positioning. Commerce in this era is about building experiences for one, not the mass market. Artificial intelligence will be critical to doing so with chatbots and personal assistants driving the conversation in this next era of conversational commerce. 11,12 Brand Impact: Given the high price, chat boxes are also going to have to be used as a sales instrument lure customers in -- benefits, attributes, technology, and quality aspects.

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5.5 Natural Resources Green energy has seen strong growth between 2010 and 2015, with China leading the way with the country’s final consumption of solar, wind and other renewable energy increasing by 231% between 2010 and 2016 – the highest in the world. As it becomes imperative for businesses and governments to lower their carbon footprint as well as reduce their reliance on fossil fuels, which are finite in supply, there is a growing interest in renewables. 13 Brand Impact: Now that the technology has been determined, more research and development will have to go into establishing more environmentally-friend manufacturing of the emPower! eyewear. 5.6 Legal Lenses for spectacles/sunglasses sold in the U.S. must comply with the impact-resistant lens regulation, 21 CFR 801.410, Use of impact-resistant lenses in eyeglasses and sunglasses. A certificate illustrating the lens' compliance with the 21 CFR 801.410 should accompany each lot of spectacle lenses/sunglasses. The certificate should reflect that the eyewear have been "sampled" and are impact resistant, using a statistically significant method.14 Brand Impact: Brand needs to ensure that the technology itself can withstand the government impact compliance requirements, as well as long-term impact in order to maintain its reputation in the market and establish strong brand equity.

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VI. The Marketing Strategy (Product, Price, Place, Promotion) 6.1 Product emPower allows the wearer to be in control of her vision by the simple act of touching the side of her eyeglass frames. An invisible, electronic near reading segment is activated when she needs close-up vision, and then disappears when she does not, affording her the enjoyment of viewing through the entire lens, something she would not be able to do with bifocal. emPower also enables her to carry only one pair of glasses, opposed to having to carry a second pair of reading glasses. The Electronic Advantage Compared to a Progressive Lens: ● 50% less peripheral “swim” (unwanted astigmatism / distortion) compared to a progressive lens of equal optical power. ● Distance Zone – up to 2X the width of traditional progressive lenses. ● Intermediate Zone – more than 3X the width of traditional progressive lenses. ● Near Zone – more than 2X the width of traditional progressive lenses. What does this mean to your vision? It means that you can have the ability to switch the reading portion of your lenses on and off whenever you want. Or, switch it to “automatic” mode and forget about it. You will have uninterrupted vision, just like your progressive lenses but with wider distance vision, wider intermediate vision, wider reading vision and half the peripheral “swim” that most people experience while wearing a progressive lens. 6.2 Price The prices will be based on luxury brand tier placement given the cost of the lenses. The suggested retail price of the lenses is $1,000 - $1,200. Our marketing strategy is to partner with luxury brand eyeglass brands Gold & Wood and Cartier, as these two brands sell glasses ranging in price points of $850 to $50,500. Later on, we will add other brands. The average price of a pair of glasses from Gold & Wood and Cartier is $1,500 - $2,500. Adding the emPower technology would increase the overall price to $2,300 to $3,300 per pair. Gold & Wood holds a lustrous clientele list, including the likes of rapper 50 Cent, actor Samuel L. Jackson, actor Sylvester Stone, and Tim Cook, to name only a few.

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Rapper 50 Cent and Samuel L. Jackson in Wood & Gold

6.3 Place In general, there are four places where eyeglasses are purchased: traditional providers, boutiques, online, and in-store. Traditional providers include Lenscrafters, Target Vision, Sears Vision, and America’s Best. Traditional providers do not attract luxury brand buyers as do speciality eye frame boutiques and in-store luxury brands such as Cartier. Boutique shops and luxury in-store sales create the luxury feel that the affluent customers are accustomed to and expect. They often carry more avant garde glasses as well. The clerks also tend to be supremely knowledgeable of the brands and are more apt to selling them. They often aim to provide a luxury customer experience similar to the experiences offered by luxury brand stores. We will distribute through the following sources, where luxury brands are accessed easily: ● Wood & Gold website ● Cartier website ● Cartier stores ● Specialty boutiques throughout the world: For example, where all places Wood & Gold and Cartier are sold, which include but not limited to,The Eye Gallery - Atlanta, Optique, Thoma and Sutton, and Coco Lunette. ● For great brand exposure, the emPower Partnership glasses will be sold at Duty Free shops worldwide, with the ability to have the prescription filled online and the glasses shipped to the client.

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Boutique Eyewear Shop

Duty Free Shop

6.4 Promotions emPower Partnership will co-brand with Wood & Gold and Cartier and place ads in the following magazines: ● GQ Magazine ● Town & Country ● Luxe Magazines ● Robb Reports ● W magazine ● Hemmings Sports and Exotic Cars ● Duponts Registry of Fine Autos ● Local City Luxury Magazines, such as D Magazine (Dallas) ● Business newspapers and magazines such as Atlanta Business Journal, CEO Magazine, and Entrepreneur Magazine emPower will also on the following luxury eyeglass and online fashion magazine sites: ● ● ● ● ● ●

http://www.luxuryeyewearforum.com/ http://spectr-magazine.com/ https://www.2020mag.com/ http://4seemagazin.com/ http://gq.com/ http://wmagazine.com/

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Social Media LinkedIn - LinkedIn is a social media website for professionals. The company provides statistical data to companies who wish to target marketing. emPower will target executives and buy ads to run on their posts. Pop-up ads - Google offers pop-up advertising based on search engine history. emPower will run ads based on the click history of those searching for: ● Luxury brands, ● Luxury brand eyewear, ● Luxury travel, ● Current Wood & Gold and Cartier clients. Luxury brands keep clientele data. Wood & Gold has been around since 1995 and Cartier since 1847. emPower will utilize this database list and send out speciality pamphlets introducing the new product. Events emPower will send out event invites, tour majors sites, and host private parties at exclusive places, such as the W Hotel, the Ritz Carlton, and Cartier stores, and put on demonstrations.

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VII. The Competitive Landscape 7.1 Potential Direct Competitors Bifocals, Multifocal, and Reading Glasses Currently, those with impaired vision and who are in need of corrective eyewear for reading opt for bifocals, multifocal, or reading glasses. The primary drawbacks of these lenses vary. ●

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Because those who require both reading lenses and far-sight lenses must have different lens powers, the portion of the lens with the power needed for either visual task is limited in size. The near vision portion of the lens frequently gets in the way when one wants to see things in the distance. No-line progressive lenses contain unavoidable aberrations in the lateral periphery of the lenses that can cause some wearers to experience noticeable blur and an undesirable feeling of movement or "swim," especially with quick head movements.

To avoid these issues, some people with presbyopia (farsightedness caused by loss of elasticity of the lens of the eye, occurring typically in middle and old age) choose to purchase several pairs of eyeglasses with single vision lenses — one pair for distance vision, one pair for reading and another pair for computer work and other activities at arm's length. But this is expensive and cumbersome. Three industry players have attempted to address this issue: emPower, ADLENS, and Superfocus. ADLENS and Superfocus are regarded as “potential” because both companies have discontinued their product due to price, expense, appearance, technology, and/or poor marketing execution. ADLENS Adlens variable focus eyewear features an exclusive frame and lens combination with selfadjustable lenses that enable the wearer to focus on objects at any distance. Adlens introduced Sundials in early 2014. The lightweight "spare pair" sunglasses offer UVA and UVB protection and have temple dials that adjust for near or far vision needs from -6D to +3D. Each variable focus lens in Adlens glasses contains an elastic membrane within a chamber between two thin, lightweight polycarbonate lenses. When fluid is injected into this chamber by turning a removable knob on the side of the frame, the elastic membrane bows inward or outward within the chamber, which changes the power of the overall lens system. Adlens also was working on a new adjustable eyeglass lens technology called Variable Power

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Optics, which would enable wearers with presbyopia (farsightedness caused by loss of elasticity of the lens of the eye, occurring typically in middle and old age) to even more conveniently switch the power of their Adlens glasses to see objects at all distances. Adlens variable focus glasses were designed for use as a temporary or spare pair of glasses, and the power of the lenses could be customized instantly to correct from -6 diopters (D) of nearsightedness to +3 D of farsightedness with the simple turn of a dial. They also could be adjusted for special visual needs, including reading and computer use, or used to manage fluctuating vision for people with poorly controlled diabetes or after eye surgery. Superfocus Superfocus adjustable focus eyeglasses were introduced in 2009 and were previously marketed under the name TruFocals. Though no formal announcement was made, the company ceased operations and closed its doors in March 2014. Each lens in Superfocus eyeglasses was a set of two lenses. The front lens of the set contained the wearer's distance vision prescription. The back lens had a rigid surface and a flexible one. By moving a slider on the top of the frame's bridge, the wearer could change the shape of the back lens, adding magnifying power for better intermediate and near vision. Because this manual adjustment changed the power of the entire lens, Superfocus adjustable focus glasses gave wearers a much larger field of view for intermediate and near visual tasks (computer use and reading, for example), compared with conventional bifocals, trifocals and progressive multifocal lenses. These two companies are mentioned as a competitors because with new interest and the right capital infusion, they could resurface.

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XIII. Suppliers and Intermediaries 8.1 Suppliers Essilor-Luxottica (recently merged) is the number one provider of lenses and frames worldwide. We propose that emPower partner with Essilor-Luxottica for lower technological development, pricing, and strategic relationship building -- allowing for a more fluid entree into the global luxury eyewear market. Luxottica15 Luxottica is a market leader in the design, manufacture and distribution of fashion, luxury, sports and performance eyewear with high technical and stylistic quality. Among its core strengths, the company’s portfolio includes Ray-Ban, Oakley, Vogue Eyewear, Persol, Oliver Peoples, Alain Mikli and Arnette as well as highly attractive and prestigious licenses including Giorgio Armani, Burberry, Bvlgari, Chanel, Dolce & Gabbana, Michael Kors, Prada, Ralph Lauren, Tiffany & Co., Versace and Valentino. The company has increased its manufacturing capacity with the recent addition of three new laboratories in Europe, North America and Asia-Pacific, which are completely integrated with its logistics hubs. Essilor16 Paris-based Essilor was created in 1849. . 170 years later, as a result of constant innovation and a capability to meet the needs of all, they now provide global solutions for correction, protection and prevention to ensure the visual health of 7.4 billion people across the world. Today Essilor is a market leader, providing solutions seen by professionals and consumers as the reference in correction, protection and prevention for visual health. With strong brands such as Varilux®, Crizal®, Eyezen™, Xperio®, Transitions®, Bolon®, Foster Grant® or Costa®, Essilor is active across prescription glasses, sunglasses and reading glasses, and in ophthalmic optics equipment. Cartier Gold & Wood and Cartier manufacture their owns eyeglasses.

8.2 Intermediaries As mentioned previously, the intermediaries would include boutique optical shops, Gold & Wood corporate, Gold & Wood shops, Cartier corporate, and Cartier stores.

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IX. Recommendations Lucerne has experienced tremendous problems with the launch of emPower. These problem stem from its mis-positioning in the market place. We recommend the following key actions: 1. Position emPower as a luxury item 2. Target those who earn $125,000 plus a year 3. Partner with and co-brand emPower technology with Gold & Wood and Cartier to start with and add additional luxury brands such as Tom Ford and Gucci later 4. Use Luxottica-Essilor for product development efficiencies and relationships 5. Distribution at specialty boutiques, Cartier, and Gold & Wood shops 6. Use celebrity endorsements

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- Works Cited 1. Luzenre Opical Labratory Inc. Retrieved April 23, 2017, from http://www.luzerneoptical.com/top-wholesaleoptical-labs/new-products/electronic-eyewear/empower-electronic-glasses.html 2. Luzenre Opical Labratory Inc. Retrieved April 23, 2017, from http://www.luzerneoptical.com/top-wholesaleoptical-labs/new-products/electronic-eyewear/empower-electronic-glasses.html 3. Strategic Business Insights. (n.d.). US Framework and VALS Types. Retrieved April 28, 2017, from http://strategicbusinessinsights.com/vals/ustypes.shtml 4. Clarista. (n.d.). MyBestSegments. Retrieved April 28, 2017, from https://segmentationsolutions.nielsen.com/mybestsegments/Default.jsp?ID=30&menuOption=segme ntdetails&pageName=Segment%Details 5. Kasriel-Alexander, D. (2017, March 24). Update on our Top 10 Global Consumer Trends for 2017: Ageing: A Changing Narrative. Retrieved from http://0www.portal.euromonitor.com.library.scad.edu/portal/analysis/bdex 6. Kasriel-Alexander, D. (2017, March 24). Update on our Top 10 Global Consumer Trends for 2017: Ageing: A Changing Narrative. Retrieved from http://0www.portal.euromonitor.com.library.scad.edu/portal/analysis/bdex 7. Seng, J. (2017, January 26). Euromonitor: Five Things You Need To Know about the EssilorLuxottica Merger. Retrieved from http://0www.portal.euromonitor.com.library.scad.edu/portal/magazine/index?PageTypeId=1&MenuCode=E YE&PageId=274&ImageUrl=%2Ficons%2FIndustries%2Findustry-iconsEyewear.png&Title=Eyewear 8. Mohiuddin, O. (2017, March 17). Print Save Translate Related Statistics View Statistics Related Opinions China Still Lucrative for Businesses despite the Rising Wage Rates. Retrieved from http://0www.portal.euromonitor.com.library.scad.edu/portal/analysis/bdex 9. De Bentzmann, H. (2017, February 17). Christian Dior. Retrieved April 13, 2017, from Raymond James EuropeResearch website: https://app.avention.com/API/Report/ApplinkPDF/API/Custom/FetchAnalystsReport.aspx 10. D., Asriel-Alexander. (2017, March 24). Update on our Top 10 Global Consumer Trends for 2017: Ageing: A Changing Narrative. Retrieved from http://0www.portal.euromonitor.com.library.scad.edu/portal/analysis/bdex 11. Daphne , D. (2017, April 18). Digital Life and Consumers – April 2017. Retrieved from http://0www.portal.euromonitor.com.library.scad.edu/portal/analysis/bdex 12. Evans, M. (2017, April 3). Analysis Print Save Translate Related Statistics View Statistics Related Opinions Why Commerce Players Must Invest In Artificial Intelligence. Retrieved from http://0www.portal.euromonitor.com.library.scad.edu/portal/analysis/bdex 13. Mohiuddin, O. (2017, January 20). The Three Key Factors Driving the Green Economy. Retrieved from http://0-www.portal.euromonitor.com.library.scad.edu/portal/analysis/bdex 14. Center for Devices and Radiological Health, F. (2015, July 28). Medical Devices - Sunglasses, Spectacle Frames, Spectacle Lens and Magnifying Spectacles. Retrieved April 23, 2017, from https://www.fda.gov/MedicalDevices/ucm150001.htm 15. Luxottica. (n.d.). Retrieved May 25, 2017, from http://www.luxottica.com/en/about-us/company-profile 16. Essilor. (n.d.). Retrieved May 25, 2017, from https://essilorusa.com/about-essilor

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