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Moncler's Strategy

Genius, rigor, multiplicity, ability to innovate while remaining true to ourselves, and desire to seek the extraordinary in the “ordinary” have always been the creed of the Group. For Moncler, change is the force driving its unrelenting effort to explore its own and other worlds through a continuous dialogue with an ever broader customer base.

 

Moncler’s strategy is underpinned by five pillars.

 

DEVELOP A GLOBAL BRAND ABLE TO CONTINUOUSLY INNOVATE WHILE MAINTAINING ITS UNIQUE POSITIONING
Over the years, Moncler’s growth strategy has been inspired by two key principles: to become a global Brand without filters with the market and to continuously innovate while remaining true to itself. Since 2003, under the leadership of Remo Ruffini, Moncler has followed a clear evolutionary path that, in 2018, led to the launch a new chapter in its history. Moncler Genius – One House, Different Voices is not just a creative and communication project, but also a new business model that involves all divisions, at every level, and has impacted the strategy of the Group as a whole.

 

SEEK SUSTAINABLE GROWTH TO CREATE VALUE FOR ALL STAKEHOLDERS
The Brand has been progressively strengthening its commitment to long-term sustainable and responsible growth, as a means to further meet stakeholders’ expectations and create shared value. Planning for a future beyond tomorrow is one of the Group’s founding values and a pillar of its development strategy.

 

PURSUE SELECTIVE PRODUCTS’ RANGE EXPANSION
Thanks to its strong tradition and credibility built over the years, Moncler has consolidated its position as a worldwide leader in the premium down jacket segment. The Group is now expanding into complementary product categories able to become part of its core business. “To create special products with a specialist’s approach” is the motto that drives and steers Moncler’s present and future.

 

SUPPORT DISTRIBUTION CHANNELS DEVELOPMENT WITH AN OMNICHANNEL APPROACH
Engaging directly with customers through every channel and touch point, involving them and understanding their expectations – even when unspoken – and creating in its physical and virtual stores the human warmth that has always been a part of the Brand, is a cornerstone of the relationship that Moncler strives to develop with its customers to never stop surprising them. The Group has pursued a strategy of integrated development strategy of its distribution channels, both physical or digital.

 

STRENGTHEN ITS DIGITAL CULTURE
Moncler considers its digital channels as a crucial and indispensable tool for brand communications and business growth at global level, in an omni-channel approach. The cornerstone of Moncler’s strategy is to ensure that digital culture permeates each and every division and is consolidated throughout the Group. For some years now, the Group created a digital division that is not only responsible for e-commerce but also digital marketing and digital experience & intelligence, to develop the online business and boost the Moncler brand’s presence on all major social media.

BUSINESS OUTLOOK

Considering the seriousness of the current situation regarding the economic and social impacts of the Coronavirus Covid-19 and the uncertainty on the duration of this epidemic, it is difficult today to forecast the effects on fiscal year 2020.
Moncler has demonstrated over time its ability to react to changing scenarios, such as the current one. The management has already taken all measures to protect the Group and mitigate possible negative effects on the results of the year. In this regard, actions have been taken to postpone some projects and investments, while focusing only on those essentials to continue strengthening the Brand.
Moncler’s Board of Directors will provide further updates  on the current situation at the Annual Shareholders’ Meeting convening for the approval of 2019 results.
Moncler management confirms that, consistent with the uncertainties related to the duration of this situation and within the limits of the actions taken to contain its negative effects, the following strategic lines will be implemented also for the year 2020.

 

Strengthening of the Brand. Uniqueness, consistency of its heritage and ability to innovate while remaining true to its tradition have always been the foundations underpinning Moncler’s brand positioning strategy in the luxury goods sector. These pillars are fundamental – and will remain so into the future. In 2018 Moncler defined a new chapter, Moncler Genius – One House, Different Voices, to engage and dialogue with a consumer that is evolving at an increasingly pace. This important project has set a new way of working at Moncler and impacted every stage of the value chain: from the definition of the collections to how they are produced, up to the marketing and communication with its client, with the aim of continuing to strengthen the Brand.

 

Sustainable business development in line with its founding values.. Moncler has always followed a strategy of sustainable and responsible business development inspired by the founding values of the Group, in line with stakeholders’ expectations and coherent with the uniqueness of the Brand. At Moncler this uniqueness is not just a result of the commitment to setting ever tougher challenges, but also of the energy we get from the warmth of human relationships and, above all, of the knowledge that every action has an impact on the society and the environment where we operate.

 

Selective expansion of product categories. The Group is working on a selective expansion in product’s categories that are complementary to its core business and where it has, or can achieve, high brand awareness and strong know-how, with the aim of making them part of Moncler’s core business.

 

International development and consolidation of key markets. Over the years, Moncler has followed a clear strategy of international growth, while always keeping strong control of the business. Moncler wants to continue selectively developing the main international markets while consolidating presence in its “core” markets through the reinforcement of its retail mono-brand stores (DOS) network, the controlled expansion of its stores’ average selling surface, the opening of wholesale mono-brand stores (SiS), the expansion of travel retail, and the strengthening of its digital channel.

 

Diffusion of a strong digital culture.. Think, define and implement our strategy in a digital key is an increasingly fundamental goal for Moncler who believes in the importance of the contamination across divisions. In particular, we believe that digital is a significant tool to generate revenues but, above all, is the way we are going to implement our present and future strategy.

 

Focus on clients in an omnichannel approach. Developing a direct relationship with retail, wholesale and digital clients, being able to get them involved using all touch points and anticipating their needs: these are the pillars of the relationship that Moncler wants to build with them, especially with its local customers, with an omnichannel approach, in order to maintain and, if possible, strengthen the Group’s future organic growth.

RETAIL DISTRIBUTION:
STILL UNEXPLOITED POTENTIALS FROM ORGANIC AND EXPANSION

With 209 directly operated stores (DOS) at the end of 2019, Moncler has been able to develop a global retail network and is today present is many of the most important luxury streets and department stores. The Company plans to open at least 10 new DOS p.a., to continue enlarging/relocating its existing stores and to complete its flagship network

WHOLESALE DISTRIBUTION:
STRONG FOCUS ON MONO-BRAND STORES (SIS) AND ON DIGITAL

The wholesale channel remains strategically fundamental for Moncler. Over the years the Group has introduced a highly selective distribution policy, gradually reducing the number of doors and tightly controlling client order quantities, so that the Brand is now only present in the leading luxury multi-brand shops and department stores around the world. At the end of 2019, the Group had 64 SiS. Moncler plans to open some 5-8 SiS on average p.a..

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