CONSOLIDATED NON FINANCIAL STATEMENT 2020BE FAIR

Digital Hub, a department that drives Mon-

cler s digital transformation and acceleration

and that spreads the digital culture, was es-

tablished in 2019. E-commerce, big data, con-

sumer insights, interactive and personalized

omnichannel experiences, innovative online

media, and special projects that improve the

shopping experience and that exceed client

expectations are the basic elements of the

team. Digital Hub activity is organized around

five strategic pillars: D-Commerce, D-Market-

ing, Consumer Engagement, D-Intelligence,

and D-Operations.

D-Commerce aims to define unique, innova-

tive solutions in online business management.

In addition to the management of buying and

merchandising, it deals with the roll out of new

markets. See also pages 33; 129-131.

D-Marketing aims to refine reach and to in-

crease client engagement and conversion.

In 2020, several projects were developed to

boost social media impact, in-store traffic, and

media campaigns performance. The TikTok

campaign is a notable example. See also page

141. In addition, special collaborations and

partnerships have been set up with e-tailers at

global level.

D-Intelligence identifies strategic growth le-

vers through the analysis and management of

qualitative and quantitative data to maximize

knowledge about omnichannel clients and

predict demand for new trends and products,

therefore improving the client experience. In

2020 Moncler further developed the Big Data

project, launched in 2019 in collaboration

with Google, promoting the transition from

a big data approach to a more focused data

management strategy (smart data) thanks to

qualitative analyses that offer a unique and

comprehensive view of the client that sup-

port the Company s decision-making pro-

cesses in real time.

Consumer Engagement aims to improve the

connection with clients and simplify moments

and touchpoints, to make the digital experi-

ence ever more personalized and seamless.

See also pages 128-132.

D-Operations aims to promote the develop-

ment of business value and the spread of digi-

tal culture within Moncler.

In December 2020, Moncler launched the Tik-

Tok challenge #Monclerbubbleup to open an

authentic dialogue with Gen Z and enhance

their creativity. The Company asked users to

take any idea associated with the Brand, rein-

terpret the style, and complete the look with

a Moncler jacket. The challenge, implemented

with the invaluable help of Client Advisors,

who personally invited clients to participate

and join the Brand s social media universe, was

a huge success reaching more than two billion

views worldwide.

DIGITAL HUB

ENGAGING GENERATION Z

DIGITAL STRATEGY

Digital channels have always been central to Moncler s growth strategy and continue to strengthen the Brand at a global level.

In 2020 the Company further accelerated its digital transformation by defining a new corporate organization and announcing the direct management of its e-commerce, in line with an increasingly integrated digital vision aimed at personalizing experience and strengthening the rela- tionship with the client across all the Brand s touchpoints. See also pages 33; 129-131.

This digital transformation is a turning point in the way Moncler interacts with its community through a new platform concept, in which the experience will be at the center of an even more personalized client journey. The goal is for every Moncler project, from collection definition to product development and event planning, to be digital native, to be designed with digital platforms as the first point of contact with clients to then spread across all other channels. This new approach requires rapid organizational, cultural and technological transformations and opens up a future full of creativity, experimentation and contents contamination, and interaction channels.

In July 2020 Moncler set up the new Digital, Engage- ment and Transformation function to support the evolution of its strategic vision and to boost the digital opportunities for the Company. The function will be tasked with the im- plementation of the Brand s strategy across all digital chan- nels, the definition of innovative services and experiences for the client, the acceleration of Moncler s presence in all types of digital commerce, and in the spread of a digital culture throughout the organization.

Significant energies and investments have been ded- icated to the development of the digital area: from on- line advertising to social networks. Moncler is present on Instagram, Facebook, Twitter, YouTube, LinkedIn, and TikTok (in 2020 with 3.5 million, 2.9 million, 1.1 million, 27 thousand, 213 thousand, and 195 thousand followers, respectively), WeChat, Weibo, Douyin, and RED in Asia (with 496 thousand, 431 thousand, 32 thousand, and 27 thousand followers, respectively), LINE in Japan (with about 424 thousand followers) while in Korea, Moncler has been present on Kakao Talk since 2018 (with about 108 thousand followers). It should be noted that, especial- ly on Instagram, the level of consumer brand engagement has significantly increased in the last three years. Lastly, while social networks are an important channel through which Moncler engages users and keeps them up-to-date on the news about the Brand, they are also increasing- ly used to promote messages of sustainability. In 2020 a number of social and environmental initiatives, such as corporate volunteering, support for research and COV- ID-19, were enhanced and promoted through the Group s social media, in particular its LinkedIn page.

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