In an increasingly competitive market, building a durable relationship with clients depends not only on product quality and design but also on an ability to build a relationship of trust and offer a special experience that is distinctive, compelling and consistent across all geographic regions and the various sales and engagement channels.

In 2014 Moncler created a new organisational division dedicated to Clienteling – the active management of client relationships.

The division is responsible for creating and fostering a strong culture of client care and client engagement and for understanding and organising opportunities, contents and terms of contact to reach out to client.

In 2015 a new professional role was introduced of Worldwide Retail Client and Performance Director, in an effort to focus

the business more closely on the client and coordinate the levers that can enhance the shopping experience (from the training of personnel to store procedures).

Another initiative launched in 2015 was the new Retail Excellence project.
The project has a three-year horizon and targets various areas of intervention. These include the complete overhaul of engagement practices and client relationship contents, the enhancement of the skills of retail personnel and their sense of belonging to the brand, the overhaul and standardisation of internal store procedures and the optimisation of stock management and communication flows between corporate offices and stores.


Sales personnel play a fundamental role in the shopping experience.
A competent and enthusiastic boutique assistant, who understands how to convey the uniqueness of the product and the values of the brand, not only enriches the personal and emotional quality of the shopping experience but becomes a trusted advisor, contributing substantially to the retention of loyal clients, especially local clientele.

Sales assistants are brand ambassadors.

At the same time, however, they are an active earpiece, listening to clients and passing on observations to the corporate office, where they are analysed and form the basis for actions.

For Moncler, supporting sales personnel in the growth of skills and expertise is a strategic lever and way of differentiating the brand. Understanding the brand and its history, products, style, materials and production process and adopting the right interpersonal style with clients form the fulcrum of the ongoing training provided to boutique personnel.

In 2015 approximately 6,100 hours of training were delivered around the world, an average of approximately one entire working day (7 hours) per person.

With a view to offering a unique shopping experience and the highest levels of service, the Company assists sales personnel in creating personalised client relationships through a series of initiatives focused on proactive engagement.

In an effort to understand clients and offer tailored services, Moncler has created a worldwide database collecting various information about client and their

shopping habits (addresses and telephone numbers, frequency of purchases, value and type of items purchased, etc.).

This wealth of data is managed with guarantees ensuring the protection of personal identity and privacy. Data analysis activities underpin the management of the client care service and contribute to the creation of initiatives focused on the person, such as the mailing of catalogues and newsletters, previews of new collections, invitations to in-store events and the organisation of personalised experiences.


Moncler employs a number of different tools to assess and improve client service, including a mystery shopper programme. Mystery shoppers are professionals who impersonate potential clients, making regular visits to stores and scoring them on more than 50 different assessment parameters, including service efficiency, how products are presented, courtesy and competence of sales personnel and the ability to satisfy the specific needs of the potential client.

More than 1,000 mystery shopping visits were performed worldwide during 2015.
The outcomes of the mystery visits were positive overall, with three mystery shoppers out of four scoring their in-store experience at 8/10 or above.