In December 2015 Moncler celebrated two years since its listing on the Italian Stock Exchange and it did so, not only having maintained all the promises made to the market at the time, but also achieving them a year in advance of schedule. In these two years of solid growth, we have opened 66 new directly operated stores worldwide, we have consolidated our presence in core markets and have strengthened the brand in less mature markets. We have brought an important market such as Korea under our direct control. We are present in the best multi- brand stores across the world and we have opened prestigious sites in strategic locations that are providing us with excellent results.At the end of December Moncler had 173 retail mono-brand stores and 34 wholesale mono-brand stores. These locations are a unique asset for our Group: we are positioned on the best upscale streets and in the top luxury malls at a global level. This said, as always, we have no intention of sitting back; indeed, we want to do more and better. I believe that we can work even more on our stores to strengthen our relationships with customers as well as attract new ones. Consumers are at the very heart of the Moncler development strategy: our goal is to continue to impress them with extremely high quality, contemporary and innovative products and excellent, selective and personalised service, with our unique and yet universal language.
We want to continue to improve on our points of excellence. We are working on strengthening Moncler’s presence in more consolidated markets and segments while also continuing selectively to develop the brand”.
Remo Ruffini, Chairman and Chief Executive Officer
Since 2003, Moncler has persued a clear and selective growth strategy based upon the development of the International markets and on the retail business growth
2003 Remo Ruffini acquires the brand Moncler
2005 Private equity fund Mittel S.p.A. and Progressio S.g.r. S.p.A make their entrance in Moncler
2007 The first directly-managed Moncler store set in an urban location is opened in Paris
2008 The Carlyle private equity fundmade its entry into Moncler
2009 Constitution of the Moncler Japan joint venture
2011 Moncler shareholders decide to strengthen the shareholding structure by signing an agreement with Eurazeo for the acquisition of a 45% shareholding in the share capital through its wholly owned subsidiary ECIP M
2013 Moncler (MONC IM; MONC MI) started trading on the Italian stock exchange
2015 Constituion of Moncler South Korea joint venture
The philosophy and values of the Moncler brand are intrinsically tied to its unique history. Over the years the brand has been involved in ambitious climbing expeditions and pioneering initiatives. Long associated with the world of sport, the mountains, active life and nature in its truest forms, Moncler has constantly and faithfully founded its philosophy and values on simple, solid principles, summed up in the words of its Chairman and Chief Executive Officer, Remo Ruffini
Moncler has a unique heritage and positioning. With over 60 years of history, the brand injects its DNA into innovative, versatile products that withstand the tides of fashion, making them “timeless”. Products that draw inspiration from values tied to the love of sport and nature, marked by a renowned elegance and excellence of quality. Moncler has a business model which is integrated and focused on quality control with a value chain that directly manages and coordinates the phases with higher added value. Promoting responsibility in the supply chain is an integrated part of this process.
Moncler’s presence in major multi-brand stores and luxury department stores and the selective locations of its retail stores on the most prestigious shopping streets and holiday resorts, along with a distinctive store concept that embodies the Moncler DNA, without ever standing still, are all clear expressions of the brand’s values.
Moncler has a policy of directly overseeing operations in the regions where the brand is present, with local management and organizations that act in strict coordination with the Parent Company. Moncler operates through the headquarters and five regional organizations (Regions): Europe, Asia Pacific, Japan, Korea and the Americas. Moncler firmly believes in the importance of strengthening and consolidating its presence in each of these areas and has long promoted the hiring of local managers and people able to understand and analyse trends in each single market.
Moncler’s communication strategy is innovative and never banal. It always conveys the uniqueness of the product and the values of the brand in a distinctive and unequivocally identifying way
We judge the value of our results also by how we have achieved them. In fact, there can be no long-term growth without responsibility and respect. Some years ago the company has started to integrate sustainability issues into the business model and business decisions.
Moncler has a cohesive, motivated and experienced senior management team, led by Remo Ruffini as Chairman and CEO, with clear powers and responsibilities and a demonstrated ability to deliver strong results.