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The experience of clients at every moment of their interaction with Moncler takes centre stage. Through an omnichannel approach, Moncler ensures that clients have a personalised, integrated, seamless and consistent shopping experience across all online and offline channels.
At Moncler, clients take centre stage. Every interaction is an opportunity to receive and learn, but also to share, engage and surprise. Since 2015, Moncler has implemented the Retail Excellence project, covering 15 areas of operation, including redesigning the client experience, reorganising both stores and sales staff, and redefining store procedures and operations. The essence of each intervention has been to design through the eyes of the client, which is key to achieving the sole objective of the project: to enhance the shopping experience for clients, involving them more and more in Moncler’s world. The project was completed in 2018 and this milestone marks a stepping stone in a new direction based on digitalisation and an omnichannel approach.
In an increasingly digital context, the strategic integration of all online and offline touchpoints is essential to offer clients a consistent, integrated and seamless shopping experience, and at the same time
to involve them in a real community. For this purpose, Moncler has launched several projects aimed at redesigning the retail world from an inclusive and digital perspective to offer clients a consistent experience across all channels. One of the most representative examples of this transformation is the Omnichannel Light project initially launched in the EMEA Region and then also extended to the United States, Japan and Korea in 2019. The project involves the development and provision of four multichannel services: Click and Reserve, Click From Store, Return In Store, and Pick Up In Store. These services allow clients to manage their purchases in a flexible way, tapping the full potential of the various contact channels. It becomes possible to book an item online and then try it on and eventually buy it in the store (Click and Reserve), to order an item in the store with the support of a Client Advisor and receive it comfortably at home (Click from Store), to make a return directly at the store even if the purchase was made online (Return in Store) or to buy an item online and then pick it up directly in the store (Pick Up in Store).
In addition, the Company strengthened its commitment to omnichannel in 2019, with the launch of the e-commerce site in Korea,
managed in-house by Moncler. In 2018, the Retail Excellence 2.0 project was launched and consolidated in 2019. It contributed to further enhancing client experience in stores through digitalisation, while remaining faithful to the fundamental principles of the retail channel. Several activities have been launched to provide comprehensive technological management of stores: from the Match to Traffic system, which allows scheduling activities on the sales floor and thus improving client service, to the management of the warehouse with RFID that allows expediting the various transactions. The use of these technologies optimises operational tasks in stores, increasing efficiency and speeding up the various transactions. The use of these technologies leads to an optimisation of operational tasks in stores, favouring efficiency and thus providing more time to be devoted to end clients. The digital payment service is also active at a global level. It allows sales to be completed directly on the sales floor, making the in-store experience even more enjoyable and faster.
In 2018, Moncler launched the Moncler Genius project in Milan, a new business model and at the same time a new way of communicating and interacting with clients.
Moncler Genius expresses multiplicity as it gives voice to different creative minds with different cultural backgrounds and styles. Each designer interprets Moncler through their own collection, while remaining true to the Brand’s DNA, offers a personal point of view and speaks to a broad and diverse public.
Since the early 2000s, Moncler has been experimenting with a variety of different creative collaborations, diverse and multiple languages. With Moncler Genius this vision develops and amplifies. The result is a wide range of creations that speaks to different generations, while celebrating diversity and uniqueness. The uniqueness of each designer reflects that of each client. Hence our motto ‘One House, different voices’.
Moncler Genius has also set in motion a new strategy no longer dictated by seasons: the collections are no longer presented and made available to clients twice a year, but reach the market on a monthly basis, supported by a comprehensive marketing and communication plan. With Moncler Genius, even the relationship with clients changes, the flow of communication is no longer in a single direction, but becomes more interactive and continuous in an omnichannel approach in which the most important and innovative driver is digital technology. At every touchpoint with clients,
the experience with the Brand becomes increasingly distinctive, personalised, authentic and consistent. Always looking for new ways of relating to and involving the client, in a continuous interaction between physical and digital space, unity and plurality, in 2019, Moncler Genius continued to expand its boundaries going beyond the concept of traditional store and exploring new shopping experiences. The Moncler House of Genius was inaugurated in November, with temporary concept stores in Milan, Paris and Tokyo, open to the public until the end of January 2020. The three cities welcomed the arrival of the pop-up stores with a series of in-store events and creative sessions, featuring international artists from a range of backgrounds. Collections were presented in the temporary concept stores strictly following the monthly launch calendar, the Moncler Genius project’s revolutionary format. Unreleased products are also available in the Moncler House of Genius, designed exclusively for the concept stores. Pop ups are also interactive spaces open to cities as real platforms of creativity, learning and cultural exchange. Francesco Ragazzi, curator of Moncler House of Genius, imagined the sales area as an art gallery, a place to install and exhibit ever new pieces of work. The result is a place with deliberately undefined spaces, designed to offer immersion experiences, with unlimited potential. The space has become a meeting place in Milan that brings the visitor close to artists,
designers and the Moncler community through an exclusive programme of live performances and cultural events to further drive the project, stimulating creative genius in urban surroundings. Moncler House of Genius is a fluid, dynamic and constantly evolving project. The environment is constantly reconfigured so that each time the client visits they can explore the Brand universe from a new perspective. The experience is increasingly unexpected, one that involves, attracts and amazes. It is a unique and personal experience, with the boutique becoming a discovery destination. Moncler House of Genius offers a complete picture of the collections, complemented by a series of products created exclusively for the host cities. The collection of special and limited edition items includes personalised logos dedicated to the three cities, clothing, tech accessories and other original products. Exclusive t-shirts are sold through a vending machine, and there are canvas bags and a selection of special products chosen and customised by the eleven Moncler Genius designers. Moncler Genius is an ode to inventiveness and innovation and Moncler House of Genius is the place where Moncler experiments, developing its own branding and idea of retailing, in a conversation exploring unconventional territory.
Ensuring consistency and synergy between all the touch points in terms of actions, communication and approach to clients is increasingly important to establish a unique relationship with the Brand. With this in mind, the philosophy and principles of the Retail Excellence, aimed at improving the pur – chasing experience of clients and their involvement in the Moncler universe, have also been extended to all partners in the
wholesale channel, starting with mono-brand stores and airports. Transferring best practices from the retail channel to the wholesale channel to provide clients with a unique brand experience has required specific initiatives with ever more digital tools in the various operating areas that have affected different areas of action: from in-store training, to the creation of personalised moments with clients aimed at
developing long-term relationships, from the extension of after-sales services, to the consolidation of client service activities and communication. In 2019, coordination and synchronisation continued to play a crucial role in the launch of campaigns and collections, including in particular the important project Moncler Genius.
Training is a crucial element in the growth of our Client Advisors and in their ability to reinforce positive client relationships.
While the continuous training provided to boutique personnel focuses on understanding the Brand, its history, products, style, materials and production processes, and on the interpersonal skills and style required to best engage with clients, it also emphasises the importance of listening and relating to clients, which is essential to providing a service that truly meets their expectations. In 2019, a training module was developed and launched to improve the interaction skills between Client Advisors and clients. This training will also continue during 2020.
With the launch of the Moncler Genius project in 2018, intense training was provided to sales personnel. Indeed, Moncler Genius marks a watershed moment in the transition in the Brand’s style of communication by opening a continuous personalised and integrated dialogue, which is consistent in its content and the manner it is delivered in. In this sense, the work done in engaging Client Advisors as ambassadors
of this new vision was crucial. In particular, clients have been helped to discover individual collections thanks to new and richer in-store experiences, each designed for a different type of client. During 2019, peer-to-peer and self-learning courses were integrated with the Moncler Genius project training activity. In this area, the task of these Client Advisors will be to train colleagues and boost their basic skills and knowledge. At the same time, in order to ensure a uniform and consistent approach to clients and to the way the Brand is communicated, 2019 was an intense year of training activities provided also to the staff of the main stores in the wholesale channel and in particular to that of the mono-brand stores (shop-in-shops). A training programme was implemented through e-learning modules dedicated to the history and culture of Moncler, as well as to product knowledge. In this way, the client’s experience has been enhanced by the narrative of the company’s history and by an effective presentation of the distinctive and qualitative characteristics of Moncler’s products. The training activities are also
supported by new training material, provided during the morning briefings at the store and through new digital training tools. Following the launch of training in the wholesale channel in the United States in 2019, it will continue in 2020 in the EMEA Region. As regards the Retail channel, a training programme for Store Managers was launched in 2019 and will continue in 2020, focusing on the development of employee management and leadership skills. A group of Client Advisors was also selected within the Regions to guide a peer-to-peer training programme. In line with the Group’s training strategy, 2020 will see new developments in peer-to-peer and self-learning training programmes. In addition, the Micro-activity programme, set up as a weekly support to strengthen soft skills, will evolve into a monthly project with educational and commercial objectives. These training activities will also be based on continuous self-learning activity and will provide for knowledge sharing at an international level.
Listening to clients is a strategic choice when it comes to aligning the services offered with client expectations and with what really matters to them. In 2018, Moncler extended the VIBE project worldwide. It provides for the systematic collection of client feedback after each purchase through a brief questionnaire that rates the different aspects of the shopping experience, including hospitality, personalisation, and service, on a scale of 1 to 5. The goal is to identify and redress any instance of client dissatisfaction, but above all to further support and focus Client Advisors in getting to know their clients, in order that they can offer a service that meets their expectations.
The survey is structured in five phases: the day after their purchase, clients will receive by email or SMS a summary of their purchase, which they can save, and a questionnaire consisting of five short questions. Client feedback (VIBE) is immediately notified in the specific app available to the Client Advisor, who can then view the comment left by clients and thank them in order to strengthen the relationship. If the client is not satisfied, it will be up to the Store Manager to find a solution to fully meet the client’s expectations and the area in which to take action to improve the shopping experience. In 2018, Moncler
recorded a high VIBE score, which measures our clients’ willingness to recommend Moncler to others. It stood at 89 (on a scale of 1 to 100). This value grew further in 2019 to 91. Moncler recognises the importance of listening to clients as a key element to improve the client experience and to increasingly offer a service of excellence. This is why the Company’s target is to reach an index value of 93 for the next year and to extend the service to tourist clients and those who buy online.
Still in this direction, Moncler launched in 2017 the development of a new direct communication channel, the Client Service. The Client Service was set up to serve as both a reference point for clients and a means to ensure a constant two-way dialogue with Moncler, with a view to continuous improvement. In 2018, the service, which is fully active in Europe, handled service requests from clients from the various channels, both physical and digital, in an omnichannel perspective. During 2019, the project was extended globally to respond to a greater number of service requests. This is not only an important result in terms of client service quality, but also a prerequisite for the development and completion of the integration strategy of the different channels. The goal for the Company is to complete the digitization of
the Client Service, strengthening presence on social media networks, implementing web chat and integrating clienteling activities. In 2019, the Client Moment project was launched aimed at supporting Client Advisors in identifying and personalising client involvement ‘moments’, to give them an experience as personalised as possible. Multiple “contact moments” have been identified, from those related to the product, such as the launch of a new collection (Product Moment), to cross-cutting ones such as international holidays (Festivity Moment), to personal ones such as birthdays (Personal Client Moment). Each of them is an important opportunity for Moncler to create value for its client, establishing a relationship of trust and offering a highly distinctive and engaging experience. Thanks to the digital application of Client Relationship Management (CRM), the Client Advisor identifies and selects different Client Moments for each client, which translate into personalised appointments within Moncler stores, during which the client has the full attention of their trusted Client Advisor, who knows their taste and can anticipate their needs. The constant monitoring of the quality of these appointments contributes to strengthening the clienteling activity and promoting a real culture of client attention and involvement.
Client relations are being expanded to include after-sales, which is an integral part of the broader client experience with Brand. For Moncler, this service also represents a virtuous process to further extend product life cycle with a view to circular economy, an increasingly important theme in the Company’s sustainability strategy. After defining a global policy in 2017, identifying local tailors of quality and providing stores with a replacement accessory kit to enable them to provide a fast and excellent service, in 2019, global training continued on both technical matters and the client relationship. The training was dedicated to all Client Advisors and the organisation of after-sales management has been strengthened in the countries where the Company operates, to ensure the after-sales assistance is more widespread and punctual.
Moreover, with the aim of ensuring a consistent and uniform level of service at all touchpoints, Moncler created and got the central repair platforms up and running in the United States, to which all channels can refer, and is finalising the development of the platform in China. In 2020, the creation and consolidation of existing central platforms will continue (Europe, Japan and the United States) and research for a platform will begin in Canada, with the aim of speeding up the repair process.
In 2021, the desire to create a direct connection between the client and repair platforms, will see Moncler developing the Distant Repairs service in the United States and refining the existing one in Europe and Japan. Through this service the Client Service organises garments to be picked up directly from the client if they are unable to
go to the store. In 2019, Moncler promoted continuous improvement work on after-sales flows and processes to ensure a high level of client service and also continued with various projects launched in 2018, to improve clients’ after sales experience by making the system global, coherent and omnichannel. Among these is the updating of the new feature dedicated to the after-sales service and integrated in MonClient, the digital Client Relationship Management (CRM), which, in addition to managing directly and personally communication with clients, will promote an even more comprehensive management of the relationship. The Company’s objective is also to implement VIBE After Sales, to allow the systematic collection of client feedback after using the after-sales service.