Brazil has undergone an economic transformation that has enabled millions of low income people to raise their level of consumption over the past few years. Faced with this phenomenon, companies have had to rethink their traditional business models and reposition themselves because it was not enough to produce something at a more affordable price; it was necessary to invest on quality and innovation to conquer this consumer. Thus, the brand becomes a significant value business asset for companies interested in selling to this new market, as low-income consumers use it as an element of belonging and social distinction. Nevertheless, few companies actually do repositioning for this purpose. This paper presents a study of a repositioning case concerning a century-old brand, leader in its source segment, of ophthalmic lenses market whose purpose was to conquer the low-income consumers in Brazil. For this, in-depth interviews were conducted with employees directly involved in this process. In the analysis, it was possible to understand the main marketing adaptations that the company has taken to sell to the market in question. It follows, then, that companies seeking to insert themselves successfully in this market must first understand the heterogeneity of this group of consumers and plan carefully your marketing strategies by changing one or more components of the marketing mix. It is essential, in particular, that such changes follow beyond discourse and in practice throughout the organization compromise with the changes in business processes.