Eyewear billionare Leonardo Del Vecchio caught in a spat with optical retailer GrandVision NV

It’s not clear if the current spat with GrandVision will come to a peaceable end.

Bloomberg
EssilorLuxottica should tread carefully — if it wants to prevent what happened in bras from taking place in bifocals.
By Andrea Felsted

The soap opera that is EssilorLuxottica SA has a fresh M&A plotline.

The Ray-Ban maker said on Saturday that it has begun legal proceedings against optical retailer GrandVision NV, to obtain information on how the company it agreed to acquire a year ago for 7.3 billion euros ($8.3 billion) has managed its business during the Covid-19 crisis.


EssilorLuxottica said that despite repeated requests, the target has failed to provide this. GrandVision said it strongly disagreed with the allegations and it remains committed to the deal. Even so, its shares fell 5% on Monday.

This drama brings to mind earlier tussles between Italy's Luxottica and France's Essilor, which merged in 2018. Last year, Luxottica’s billionaire founder Leonardo Del Vecchio had a bitter falling out with Essilor’s boss Hubert Sagnieres. At one point Del Vecchio threatened arbitration over alleged breaches of the companies’ merger agreement. The two have since reached a truce.

It’s not clear if the current spat with GrandVision will come to a peaceable end.
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The requests for information could simply be to help conversations with regulators, as the European Union is investigating the GrandVision deal for potential antitrust violations. The current deadline for the probe to wrap up is August 27. If competition authorities do require remedies, such as selling off stores, having the most up-to-date picture of the business is essential. But surely the two groups would want to work together to minimize the regulatory hurdles.

EssilorLuxottica’s more aggressive stance might instead be an attempt to renegotiate the deal, either because regulators want large numbers of stores offloaded, jeopardizing its economics, or because in the wake of Covid-19 the price tag now looks too steep.

Indeed, demanding information on how GrandVision has managed the business, and alleging it breached an agreement to keep EssilorLuxottica up to date, has echoes of the argument Sycamore Partners used to walk back its acquisition of Victoria’s Secret from L Brands Inc. The private equity group argued that actions taken to protect the lingerie retailer during the pandemic actually damaged its value.

EssilorLuxottica acquiring GrandVision still has strategic logic, in that it gives the group an optical retail presence in Europe. But the acquisition always looked like a bold move, coming so soon after the company’s original merger and the rapprochement between Del Vecchio and Sagnieres.
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Now the pandemic has made integrating GrandVision even harder. It conducts eye tests in its stores, bringing people into close contact. New, and likely more expensive, ways of working will be needed. This comes as competition intensifies and consumers are pulling in their purse strings, perhaps explaining why Walgreens Boots Alliance Inc. recently said it would close 48 optician practices in the U.K.

But by being too heavy-handed, EssilorLuxottica risks souring the relationship with GrandVision and puts the deal in peril. It is understandable that it doesn’t want to overpay, but it likely doesn’t want to jeopardize any strategic benefits it would gain either.
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The case of Victoria’s Secret should serve as a cautionary one. In the end, the agreement was terminated, costing Sycamore the opportunity to reinvigorate the famous name. The widespread expectation was that the deal would be renegotiated at a lower price.

So EssilorLuxottica should tread carefully — if it wants to prevent what happened in bras from taking place in bifocals.

Acing Lockdown Fitness: How Zoomcar CEO, Vinati Organics Head & Other Bosses Have Kept Themselves In Shape
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Not to shy away from difficult situations, these bosses share how they stayed in shape while stuck at home:

Not to shy away from difficult situations, these bosses share how they stayed in shape while stuck at home:
Dattatri Salagame, MD, Robert Bosch Engineering and Business Solutions

“I’ve taken up the challenge of how long I can hold a plank. From the earlier one minute, I can now plank up to close to two minutes. I want to get better. I plan on setting a new record soon. Holding the plank was something I always wanted to get better at in order to build my core.”
Dattatri Salagame, MD, Robert Bosch Engineering and Business Solutions“I’ve taken up the challenge of how long I can hold a plank. From the earlier one minute, I can now plank up to close to two minu..
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Vinati Saraf Mutreja, CEO, Vinati Organics

“I participated in the SOHFIT Reboot Challenge organised by a business organisation for its members. It was for 30 days and we were divided into teams, sharing details of our exercise regimen, food, water intake and sleep schedules with each other on a daily basis. Though I have been a hardcore fitness enthusiast for the better part of my li fe, this chal lenge proved to be the ultimate fitness experience. I was motivated to push my boundaries to the extreme and felt a sense of achievement and success when the chal lenge was completed. It made me feel stronger, fitter and happier.”
Vinati Saraf Mutreja, CEO, Vinati Organics“I participated in the SOHFIT Reboot Challenge organised by a business organisation for its members. It was for 30 days and we were divided into teams, shari..
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Sumant Sinha, CMD, ReNew Power

“My wife Vaishali and I have entered into a fitness and weight loss competition. We are both trying to get in shape and so far, she’s comfortably ahead of me. But there’s still some time to go.”
Sumant Sinha, CMD, ReNew Power“My wife Vaishali and I have entered into a fitness and weight loss competition. We are both trying to get in shape and so far, she’s comfortably ahead of me. But there’..
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Sanjay Swamy. Managing partner, Prime Venture Partners

“I decided to use this opportunity to improve my physical conditioning. I started cycling (after more than 40 years) inside my gated community from mid-April. I went from seven kilometres per ride to 20 kilometres by the end of June. Recently, I did a 52-kilometre ride to Chikka Tirupathi [on the outskirts of Bengaluru]. Cycling has had a huge impact, not just on my physical conditioning but also my confidence.”
Sanjay Swamy. Managing partner, Prime Venture Partners“I decided to use this opportunity to improve my physical conditioning. I started cycling (after more than 40 years) inside my gated community fr..
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Vineeta Singh, CEO, SUGAR Cosmetics

“Startups are quite demanding, so I’ve never been able to work out more than three days a week, even when I trained for the Ironman Triathlon. So, when the lockdown was announced, I decided to challenge myself with a ‘consistency goal’ of accomplishing a workout a day. It began with coordinated workouts on Zoom with my friends and as restrictions eased, I started going for outdoor runs. There were days when there would be so many calls that I’d be seen climbing the building stairs at 10 pm. I now have more than 100 days of workouts under my belt and it has been the biggest stressbuster.”
Vineeta Singh, CEO, SUGAR Cosmetics“Startups are quite demanding, so I’ve never been able to work out more than three days a week, even when I trained for the Ironman Triathlon. So, when the lockdown..
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Greg Moran, CEO, Zoomcar

“During the lockdown, I have managed to master single-leg burpees. It’s important to have a defined schedule and stick to it. I ensure that I block out some time during the day for exercise. I work out at home daily with various bodyweight exercises — I do pushups, burpees and air squats. I love doing CrossFit and high-intensity interval training that combines weightlifting, aerobics, powerlifting and gymnastics.”
Greg Moran, CEO, Zoomcar“During the lockdown, I have managed to master single-leg burpees. It’s important to have a defined schedule and stick to it. I ensure that I block out some time during the da..
Read More

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