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Since 2003, Moncler’s goal has been to pursue a sustainable and responsible development of its brand in the global luxury goods sector, in harmony and in line with the uniqueness of its heritage. Moncler strategy is strictly related to the Group’s philosophy and values and is based on six pillars.
Identity and unique positioning
The Moncler brand has a unique heritage which is its main asset and the entire strategy permeates through it. Heritage, quality, uniqueness and consistency define and characterise every Moncler product, a brand that withstands the tides of fashion, because real luxury today is having a high quality product that lasts.
A global brand without filters with the market
In recent years Moncler has pursued a strategy of growth underpinned by two fundamental principles, clearly outlined and firmly embraced by its Chairman and CEO, Remo Ruffini: to become a global brand and have no filters with the market. Today, 86% of Moncler’s turnover is generated outside Italy. This has been achieved by keeping a firm control on business and by reaching out directly to customers, wholesale, retail and digital.
Selective expansion of the product range
Thanks to its strong tradition and the credibility it has built over the years, Moncler has consolidated its position as worldwide leader in the premium down jacket segment. The Group is now selectively expanding outside its core business into complementary market segments –segments where it has, or is able to achieve, instant recognition and in-depth know-how. “Creating special garments with a specialist’s approach” is the motto that drives Moncler and will continue to steer it in the future.
Pursuit of direct relationships, to keep customers amazed
Dealing directly with customers, engaging them and understanding their expectations, even when latent and unexpressed, are the keystones of the relationship that Moncler seeks to build with its consumers, never failing to amaze them.
Development of the digital channel
Moncler believes that the digital channel is a fundamental and essential tool for brand communication and global business growth.
Sustainable growth that creates value for all stakeholders
The Brand has progressively strengthened its commitment to long-term sustainable growth, with a view to meeting stakeholders’ expectations and creating shared value.
For financial year 2017, Moncler management is forecasting a scenario of further growth, based on clear strategic guidelines, consistently defined with the aim of strengthening the unique heritage of the Brand.
Consolidation of key markets. Moncler wants to consolidate its presence in the domestic market as well as in the main international markets, also through the reinforcement of its retail mono-brand stores (DOS) network, the controlled expansion of its stores’average selling surface, the development of wholesale mono-brand stores (SiS), and the strengthening of its digital channel.
International development. Over the years, Moncler has followed a strategy of international growth, while always keeping strong control of the business and a direct dialogue with its customers, both in the wholesale and in the retail channel.
Selective expansion of product categories. The Group is working on a selective expansion in product categories that are complementary to its core business and where it has, or can achieve, high brand awareness and strong know-how.
Focus on customers. Developing a direct relationship with its customers, being able to engage them and anticipate their needs are the keystones of the relationship that Moncler plans to develop with its customers, especially with its local customers, a fundamental asset for the Group’s future growth.
Sustainable business development. The brand is reinforcing its commitment to sustainable and responsible long-term development, meeting stakeholders’expectations with a view to shared value creation.
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 urban Moncler Directly Operated Stores (DOS)
2008 The Carlyle private equity fund made its entry into Moncler
2009 Moncler establishes a joint venture in Japan, Moncler Japan Corp.
2011 Eurazeo, through its vehicle ECIP M, finalises the acquisition of a 45% stake in Moncler
2013 Moncler (MONC IM; MONC MI) debuts on the Italian stock exchange
2015 Moncler establishes a joint venture in Korea, Moncler Shinsegae Inc.
2016 The Group’s revenues surpass one billion euros