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Genius, rigour, multiplicity, capability to innovate while remaining true to itself and urge to seek for the extraordinary in the “ordinary” have always been the creed of the Group. Moncler leverages change to grow stronger as it continues to explore both known and new avenues, seeking constant dialogue with an ever-broader client base, and has in its flexibility the capacity to pursue its goals in an ever-changing environment.
And that’s exactly its continuous desire to evolve, also seeking for new challenges, the desire to dialogue with new consumers, the desire to change even when everything goes well, which led to the acquisition of Stone Island, a casual menswear brand, established in 1982, which has become a symbol of extreme research on fibres and textiles, through the continuous experimentation of dyes and treatments on the finished garment. With the entry of Stone Island in Moncler, a journey begins leading the Brand to reach its full potential, while maintaining its strong brand identity.
Moncler’s strategy is underpinned by five pillars.
STRENGHTEN, TOGETHER WITH STONE ISLAND, THE VISION OF THE NEX LUXURY SEGMENT
United by “beyond fashion, beyond luxury” philosophy, Moncler, together with Stone Island, will strengthen its ability to interpret the evolving cultural codes of the new generations offering them a new concept of luxury, far from the traditional stereotypes. A concept that embraces the search for experientiality, inclusivity, a sense of belonging to a community and the mixing of diverse meanings and worlds including those of art, culture, music and sport. The union will strengthen the competitiveness of the two Brands while fully respecting their identity and autonomy and accelerating the development process.
BUILD A GLOBAL BRAND ABLE TO CONTINUOUSLY EVOLVE WHILE KEEPING ITS UNIQUE POSITIONING
Under the guidance of Remo Ruffini, Moncler has followed a growth strategy inspired by two key principles: to become a global Brand with no filters with the market and to continuously evolve while remaining true to itself.
With the acquisition of Stone Island, Moncler will share its knowledge and experience to fully capture the important growth potential in particular of the Americas and Asian markets, maintaining and strengthening the unique positioning of the Brand, which has its identification matrix in the culture of research and experimentation.
FOLLOW A SUSTAINABLE GROWTH PATH TO CREATE VALUE FOR ALL STAKEHOLDERS
Moncler has been progressively strengthening its commitment to long-term sustainable and responsible growth, fully integrated into the Group’s strategy to meet stakeholder expectations and create shared value. The new plan of the Group focused on five strategic pillars: climate change, circular economy, fair sourcing, enhancing diversity, and giving back to local communities.
SUPPORT THE DEVELOPMENT OF DISTRIBUTION CHANNELS WITH AN OMNICHANNEL APPROACH
Engaging directly with clients through every channel and touch point, involving them, understanding their expectations – even when unspoken – and create the human warmth that has always characterised the Brand in its physical and virtual stores, are the cornerstones of the relationship that Moncler strives to develop with its clients to never stop surprising them. Today Moncler is pursuing a strategy of integrated development of its distribution channels, both physical and digital.
Stone Island is starting a journey that will lead the Brand to gain greater control over all markets, especially through the expansion of the DTC channel (direct to consumer).
STRENGTHEN THE 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 and in particular, we believe that digital is not only an important tool to generate revenues but, above all, is the way we are going to implement our present and future strategy.
2021 will be the year in which Stone Island joins Moncler, an important moment in the history and for the strategy of the Group. 2021 will be also the second year of the Covid-19 pandemic, a year in which the virus will probably continue to affect global economies and demand for luxury goods. In fact it is likely, also given the uncertainty for the vaccination timeline, that the measures to limit the spread of the virus could remain in place for a good part of the year with possible negative impacts both on local traffic and, above all, on tourists flows.
In 2021 the Group will continue to work to maintain an agile, flexible and reactive organizational structure, pursuing the implementation of the following strategic lines and with a great focus on the integration of Stone Island in Moncler.
Consolidation in the “new luxury” sector. With Stone Island, the Group strengthens its ability to interpret the evolving cultural codes of the new generations to continue developing in the “new luxury” segment, a concept characterised by experientiality, inclusivity, sense of belonging to a community and contamination the mixing of diverse meanings and worlds including those of art, culture, music and sport. United by their “beyond fashion, beyond luxury” philosophy, the two Brands bring together their entrepreneurial, managerial and creative cultures, their technical product and sustainability know-how fully respecting their identity and autonomy. Over the next few months, the Group will begin to implement the guidelines of the integration plan of Sportwear Company (company that owns the Stone Island brand) in Moncler.
Strengthening of the 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 and in particular, we believe that digital is not only an important tool to generate revenues but, above all, is the way we are going to implement our present and future strategy. During 2021, Moncler will conclude the important e-commerce internalization project in all the countries where it operates and will launch a new website with a completely renewed experience.
International development, consolidation and direct control of “core” markets. Over the years, Moncler has followed a clear strategy of international growth, while always keeping strong control of the business. With the Moncler brand, the Group wants to continue selectively developing the international markets while consolidating presence in its “core” markets through the reinforcement of its retail mono-brand stores network, the controlled expansion of its stores’ average selling surface and the strengthening of its digital channel. At the same time with the Stone Island brand, the Group will begin to work to increase control in the main markets and will start an international development of the business to strengthen itself especially in Asia and the Americas.
Sustainable business development. Moncler has always followed a strategy of sustainable and responsible business development, in line with stakeholders’ expectations and coherent with its long-term strategy. An approach based not only on the commitment to set ever tougher challenges, but also on the knowledge that every action has an impact on the society and the environment where we operate. During 2021, Moncler will continue to implement the actions and projects necessary to pursue the objectives included in the Sustainability Plan Moncler Born to Protect focusing on 5 pillars: climate change, circular economy, responsible sourcing, enhancing diversity and give back to local communities.
With 219 directly operated stores (DOS) at the end of 2020, 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 focus on China to qualitative enhance Moncler presence.
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 2020, the Group had 63 SiS. Moncler plans to further strenghten the quality of its network and to enhance the partnerships with selected e-tailers.