Mr Thomas A. Burkhardt, President of Marchon Eyewear Inc., on his first visit to India and Mr Ketan Parikh, Managing Director of Sterling Meta Plast, In Conversation with VisionPlus.
VisionPlus: Welcome to India, Mr Thomas Burkhardt. Tell us a bit about your journey as President of Marchon and your primary vision for the organisation.
Thomas Burkhardt: After 27 years in my career, I can confidently say this has been the most enjoyable. It’s an honour to lead Marchon, which celebrated its 40th anniversary last year, making it one of the largest eyewear companies, and the only American one among European competitors. As the fourth president in Marchon’s history, following our founder, Al Berg, and his successors, I carry the responsibility of preparing the company for the next 40 years.
My goal is to help Marchon evolve in a changing world, adapting to shifts in consumer behaviour and the retail landscape. It’s been a busy and rewarding two-and-a-half years working toward that vision.
VP: What are your key plans and priorities for the next five years?
TB: A key priority is digitisation across all areas of our operations. When I joined, I was surprised by how manual many processes were. With consumers expecting seamless digital interactions—whether through e-commerce, B2B platforms, or customer service—it’s clear we need to evolve.
This shift impacts everything, from product design to planning and fulfilment. Digitisation is now central to our strategy, shaping much of our work and investments.
VP: How do you maintain each brand’s unique appeal while driving overall company success?
TB: It starts with selecting the right brands. Early on, I helped refine how we segment and choose brands to meet diverse consumer needs.
We identified three pillars: fashion, lifestyle, and performance. Fashion is trend-focused and female-driven, often centred around sunglasses. Performance emphasises innovation, materials, and storytelling, especially in our sports brands. Lifestyle bridges the two, offering stylish frames with the technical features of performance eyewear.
By aligning brands within these pillars and across price points, we’ve built a complementary portfolio where each brand retains its distinct identity while adapting to evolving consumer preferences.
VP: As this is your first visit to India, what are your thoughts on the market, and how will Sterling Eyewear drive Marchon’s growth?
TB: India is an exciting an nd dynamic market for us. I regularly interact with Ketan and his family as a Sterling board member, and it’s fascinating to see how the market is evolving. There’s growth across segments—from luxury and premium eyewear to the expanding middle class. The demand for brands is immense, and changes happen much faster than in Europe and the US. It’s thrilling to be part of this transformation.
VP: Mr Ketan Parikh, this one’s for you. As Thomas experiences India for the first time, how do you plan to introduce him to the culture?
Ketan Parikh: We want Thomas to experience both the modern and traditional sides of India, especially places like Kalbadevi, where the optical trade began. We’ll visit major stores such as Titan, Lawrence & Mayo, Himalaya Opticals, Gangar Eyenation, GKB Opticals, and key department stores like Shoppers Stop and Lifestyle amongst others. We’ll also explore boutique stores in Mumbai and New Delhi to give him a full view of our market. It’s important that he sees how every store contributes to our success.
His trip will also include a visit to iconic monuments like the Taj Mahal and authentic Indian cuisine, offering him a true taste of the culture—and, of course, some spicy Indian food!
VP: With the rise of smart glasses, what innovations is Marchon Eyewear pursuing to set industry benchmarks?
TB: Smart glasses are evolving quickly, with everyone searching for that “killer app” to make them a must-have. That said, Marchon is an eyewear company, not a tech company. Our strength lies in designing beautiful, wearable eyewear. However, we’re open to partnerships with tech companies bringing innovation to the eyewear space. In the next three to five years, I believe smart glasses will shift from a novelty to a mainstream accessory.
VP: How is Marchon Eyewear addressing sustainability in its products and operations?
TB: While consumers may not always actively demand sustainable eyewear, we believe it’s our responsibility to offer these options. Customers choose sustainable frames when they match in quality, style, and wearability—without added cost.
We’ve expanded our use of eco-friendly materials, and by the end of 2024, 35–37% of our frames will incorporate sustainable materials, with a goal of reaching 50% by 2025.
Our integrated sustainability program, Eyes On Tomorrow, covers the entire value chain. We’ve switched to sustainable packaging, including responsibly produced cardboard and biodegradable plastic bags. Our aim is to create meaningful change without adding extra costs for consumers. It’s been a rewarding journey and we’re proud of our progress.
VP: How does Marchon Eyewear balance physical retail, e-commerce, and digital touchpoints in its omnichannel strategy?
TB: Digital is evolving quickly, especially in how consumers engage with eyewear. However, most of our sales still come from physical stores. Before COVID, about 95% of sales were in-store, with just 5% from digital. Now, the industry average is around 10% e-commerce and 90% brick-and-mortar.
While e-commerce is growing, physical stores remain crucial as consumers still prefer to see and feel frames in person. E-commerce technology is also improving—virtual trials are now more accurate, helping consumers find the right frames, leading to fewer returns and better conversion rates.
VP: Mr Ketan Parikh, could you please share your views on this as well?
KP: I agree with Thomas—while digitalisation is crucial, brick-and-mortar stores will continue to thrive. In eyewear, the in-person experience of trying on frames and ensuring the right fit is irreplaceable. Even with the rise of online options, physical stores will still account for at least 85–90% of the business for the foreseeable future.
VP: What are the key similarities and differences between the eyewear markets in India and the Middle East?
TB: Both markets seek brands that offer a sense of pride, often luxury and lifestyle brands. For instance, we have brands like Ferragamo and Cutler & Gross, and consumers look for value in these choices, similar to trends in apparel where women mix high-street with luxury. The market is split between affordable lifestyle brands and luxury.
Brands need to offer distinct, innovative products, especially in the mid-tier, which holds potential for growth.
VP: Mr Ketan, what are the peculiarities of the eyewear markets in India?
KP: India is a growing market, and all brands will continue to thrive. As the population moves up the socio-economic ladder, the premium brands Tommy Hilfiger, Calvin Klein, Lacoste, French Connection and others have massive potential to grow significantly. Luxury brands like Ferragamo and others will continue to grow among the affluent classes. At Marchon/Sterling we have a strong brand portfolio in all segments. Our partnership covers above 75% of the Indian Eyewear Market is truly exciting.
VP: What global changes do you foresee in the eyewear industry?
TB: The eyewear industry will continue to consolidate. It’s a fragmented industry and as companies achieve scale, they can offer better value, improve cost efficiency and drive innovation, leading to superior products and more market advancement. This consolidation is already underway, and Marchon is committed to shaping that transformation.
VP: Any message that you would like to share with our readers?
TB: I want to thank all the opticians and partners, especially in India, for their support. One of the most rewarding aspects of this industry is not just helping people look good, but also contributing to their well-being. A successful, healthier life begins with vision and opticians are key to this. It’s a privilege to be part of this journey.
