1 This figure cannot be compared with previous years as the method of collecting feedback has changed.
Client Brand Experience
For both Brands, distribution takes place through Direct-to-Consumer (DTC) and wholesale channels, with a network of mono-brand stores and a strong direct online presence.
In 2025, Moncler strengthened its direct presence through new, carefully selected openings and relocations to more strategic positions, while Stone Island, in line with the Group’s strategy aimed at the integrated development of its distribution channels, has been steadily advancing towards greater control of distribution on international markets, through progressive direct management of the markets previously managed by distributors, completed in 2025, and through the expansion of the DTC channel.
For both Moncler and Stone Island, the omnichannel approach is central to the distribution model and includes services aimed at providing clients with greater flexibility during the purchasing process, allowing them to book or order a garment online and try it in store or receive it directly at home, as well as buy garments conveniently from home through distance sales.
Aware that every moment of contact with the client is an opportunity to welcome, learn, tell, engage and collect feedback, the Group defines each project and initiative with the aim of improving the shopping experience, involving clients more and more in the world of Moncler and Stone Island. With this in mind, Moncler has developed the Retail Excellence project, extended in 2021 to Stone Island under the name of Omnichannel Excellence, to strengthen the Direct-to-Customer (DTC) culture. The project involved several areas, ranging from the redesign of the client experience to the organisation of stores and sales staff and the redefinition of processes and operating methods, with the aim of knowing and engaging consumers and building their loyalty through an increasingly omnichannel approach.
Ensuring consistency between all client contact points is fundamental for the Group, which has also extended the principles of retail excellence to all itswholesale channel partners, such as mono-brands, airports, selected multi-brands and department stores. This approach includes sales force training, client experience personalisation, after-sales services and integrated communication. For this channel, the Group has adopted a selective distribution system, updated regularly, which ensures compliance with qualitative and quantitative criteria to maintain the correct positioning of the Brand. The system establishes rules for selecting distributors, displaying products, staff skills and packaging, ensuring alignment with the image and values of the Brand.
Both Brands periodically subject their business partners to audits carried out by both internal staff and by independent third-parties to verify compliance with its service and quality principles, in accordance with the ISO 9000 standard.
Understanding and fulfilling client expectations
Listening to clients is a fundamental strategic activity to ensure that the service offered is increasingly in line with their desires and expectations. A continuous dialogue with clients not only allows the Group to respond promptly and accurately to their needs but also helps to mitigate theoretical risks and reduce potential negative impacts, fostering a relationship of trust and transparency. In this way, the Group is able to quickly adapt to market trends, constantly improving the experience offered and consolidating its reputation.
The VIBE project, implemented at a global level by the Moncler brand, involves the systematic collection of feedback from local clients after each purchase through a short questionnaire that analyses, on a scale of satisfaction from 1 to 5, various aspects of the experience in store, with a particular focus on the quality of service provided.
The aim of the project is to support the Client Advisorin gaining a deeper understanding of their client, with the aim of building a lasting relationship and identifying and addressing any potential dissatisfaction.
With a view to continuous improvement, during the year VIBE was updated and refined both in content and methodology to gather more detailed information on the client experience and continue the path towards excellence, setting increasingly ambitious goals.
The day after the purchase, clients receive a summary of their purchase and a six-question survey by email or SMS. Client feedback is immediately notified in the clienteling app available to the Client Advisor, who can view the comment left by the client and thank them in order to strengthen the relationship. In case of dissatisfaction, the Store Manager will be tasked with finding a solution that fully meets the client’s expectations and initiatives aimed at improving the in-store experience.
In 2025, the Moncler brand recorded a VIBE score of 871 (on a scale of 1 to 100). The Company aims to maintain a high performance in 2026 as well, consolidating the progress made.
Moncler also has a worldwide direct client communication channel, the Client Service. It is not only a service unit aiming to become the main point of contact for the clients, but also represents a channel for constant dialogue with a view to continuous improvement. The service handles support requests from clients from the various channels, both physical and digital, in an omnichannel perspective at global level. In 2025, the Company continued to strengthen the process of digitalising the Client Service by enhancing its social media presence, using instant messaging, implementing web chat and launching the process of integrating clienteling activities.
Client interactions have also been improved through specific engagement activities aimed at supporting Client Advisors in identifying and customising touchpoints, including launches of new products or new collections (Product Moments), cross-cutting occasions such as international holidays (Festivity Moments), and personal ones such as birthdays (Personal Client Moments). Each of them represents an important opportunity for Moncler to create value for its clients, build relationships of trust and deliver a highly distinctive and engaging experience.
Furthermore, in an environment characterised by increasingly intense interaction between Client Advisors and clients and growing integration between the physical and digital channels, Moncler’s clienteling app, MonClient, has taken on a role of fundamental importance. The application is based on the centralised and integrated management of the Client Relationship Management (CRM) calendar, enabling Client Advisors to manage appointments, plan and record activities related to Client Moments, check product availability, make sales, enhance the client database and handle after-sales requests. In 2025, the features of the MonClient app were again improved.
As use of technology by clients accelerates, Moncler’s clienteling is becoming increasingly relational and supported by social platforms as well as by digital tools such as video messaging, digital appointments, distance sales and phygital events, creating new synergies between physical stores and digital channels, accompanying clients in discovering the Brand.
In 2025, the Stone Island brand continued to strengthen the direct relationship with clients thanks to MyStoneCompass (MSC), an app that allows Client Advisors to stay in touch with clients and offer a personalised experience, including in the after-sales phase. Thanks to MSC, Client Advisors can analyse the purchase history and profile of the client, providing a highly personalised experience built around the specific needs and preferences of each individual. This integrated system allows for a more comprehensive understanding of client preferences and behaviours, optimising the offer and improving the overall experience. This relational and personalised approach has also been reflected in dedicated experiential initiatives: for the first time in 2025, a limited number of customers were offered the opportunity to participate in an exclusive Customer Experience, which included a visit to the headquarters in Ravarino (Modena) and a day inside the showroom, with the possibility of buying selected garments in preview.
Also for the after-sales service,the VIBE After Sale index has also been implemented worldwide for the Moncler brand, in order to allow the systematic collection of clients feedback. As with the VIBE Score, in 2025 the VIBE After Sale index was also updated in terms of content and calculation methods. The questionnaire evaluates, through a rating scale from 1 to 5, aspects related to the service performed, the proposed repair solution, the quality and the timing of the intervention. During the year, Moncler achieved a VIBE After Sale score of 77 (on a scale of 1 to 100). The Company is committed to maintaining a high performance in 2026 as well, with the aim of ensuring excellent satisfaction standards for all clients using after-sales services.
In addition, the Moncler brand commissioned a quantitative study based on the CAWI (Computer Aided Web Interviews) methodology to understand consumers’ perceptions of various areas of interest, including sustainability and its role in purchasing decisions. The research was carried out on a representative sample of individuals, all sharing a strong passion for fashion and luxury goods; it was conducted in the United Kingdom, the United States and Chinese mainland, involving 10,204 participants. The surveys were carried out in two periods of the year, allowing for timely and continuous data collection. The data had been collected anonymously through certified panel providers and subsequently analysed in aggregate form, ensuring the highest level of privacy protection.