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A Joint Venture model

A Joint Venture model. Paul Carroll - Director of Professional Services Rowena Lovell - Regional Development Manager Warwick April 2008. The picture today…. Established 1984 Group turnover 2007/08 ~ £ 1,000m 1048 stores ~ average sales circa £1m 1300 store target by end of 2008

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A Joint Venture model

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  1. A Joint Venture model Paul Carroll - Director of Professional Services Rowena Lovell - Regional Development Manager Warwick April 2008

  2. The picture today… • Established 1984 • Group turnover 2007/08 ~ £ 1,000m • 1048 stores ~ average sales circa £1m • 1300 store target by end of 2008 • Approx 1,300 partners / 17,000 staff • UK market share of in excess of 30% by volume • Developing rapidly in international markets • Developing Hearcare business, alongside optics • Most trusted* optical brand 6 years running • Retail Superbrand ** • No.3 in world retail optics market by turnover • Largest privately owned global optical retailer • Readers’ Digest ** Retail Council

  3. What created this success?

  4. Ownership Principles Working in Partnership with Professionals • Partnership principle is fundamental • ‘Motivation through participation’ • Model flexible in new markets • Strategic Centre and Local Operation • Genuine cooperation and consultation on all matters The Joint Venture

  5. Anglia Distance Learning Ltd • Recognised ‘currency’ of University qualification vs ‘company certificate’ • Anglia Ruskin University – genuinely entrepreneurial • Both partners bring different skills • JV partnership much stronger than supplier / provider arrangement

  6. Current activity • 300 students studying one year level-one course (~ 45% Specsavers) • 260 students studying Foundation Degree Ophthalmic Dispensing (~ 60% Specsavers) • 35 students studying Cert HE Hearing Aid Dispensing (~90% Specsavers)

  7. Market opportunity… • Identify sector market leader – they will be interested in growing overall level of skill / qualification in sector • Proper collaboration on design / content of programme • Design from ‘bottom up’ • Don’t under-estimate value of level one programmes

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