Lastly, from 2022 a training and information programme on hu- man rights issues will be launched for suppliers and for employ- ees of the Group s purchasing and quality control departments.
4.4 CLIENT EXPERIENCE 2.0
Through an increasingly multichannel vision, the Group ensures clients a personalised, seamless and consis- tent brand experience across all channels.
The Moncler Group attributes a central role to the client. Every contact moment is an opportunity to welcome and get to know cli- ents, but also share, engage, surprise and get feedback. Every project and initiative aim to improve the client shopping experi- ence by involving them more and more into the Moncler and Stone Island world.
Over the last few years Moncler has developed the import- ant Retail Excellence project, which has been pivotal for the de- velopment of a strong Direct-to-Customer (DTC) culture, and that involved different areas, from the redesign of the client experi- ence to the organisation of stores and of sales personnel, to the redefinition of working processes and methods. The aim is to get to know and engage clients, increasing their loyalty and develop- ing an increasingly omnichannel approach. The project, renamed Omnichannel Excellence, has also been implemented at Stone Is- land with a first test in 2021.
Digitalisation of stores has played an important role in the project since its inception, helping to turn stores into places for even more unique and personalised experiences through a com- prehensive technological management of stores and enabled by systems such as Match to Traffic, which allows activities to be scheduled on the sales floor thus improving the service to clients. A digital payment service is also active at a global level, allowing purchases to be finalised directly on the sales floor and without having to go to the checkout, thus making the in-store experience even more enjoyable and faster.
The Moncler Group s omnichannel model is designed around an experience and a purchasing process in which online and offline coexist. A process designed for clients who follows non-linear paths, that interacts with the brand in physical stores as well as in the online store and through the various digital chan- nels, living a consistent, personalised and perfectly integrated experience while being increasingly involved in a real community.
One of the most representative examples of this transfor- mation was the Omnichannel New Experience (ONE) project, which led to the internalisation of the Moncler e-commerce chan- nel, with a gradual implementation by geographic area. Follow- ing the launch of Moncler s directly operated online channel in Korea in 2019, in 2020 the e-commerce site was internalised in the United States and Canada, ending in 2021 with Europe, Ja- pan and China and the launch of the new full omnichannel e-com- merce platform. See also pages 27; 154-155. The new platform is based on a concept inspired by the world of entertainment, en- suring smooth navigation and a distinctive experience with ded- icated content and services, and that will include also products customisation in the future. The e-commerce site offers various omnichannel services: Click and Reserve, Click from Store, Return in Store, Exchange in Store, Pick Up in Store and Book an Appoint- ment. Through these services, clients can manage their purchas- es in a flexible way, benefiting from the full potential of the various contact channels. It becomes possible to reserve an item online and then try it on and eventually buy it in store (Click and Reserve), to order an item in store with the support of the Client Advisor and receive it conveniently at home (Click from Store), to return or ex- change the item directly in store, even if the purchase was made online (Return & Exchange in Store) and even buy online and then collect the item directly in store (Pick Up in Store); or, to book an appointment with a Client Advisor in store (Book an Appointment). These omnichannel services were also launched by Stone Is- land during 2021 in Italy, France, Germany, the Netherlands, Ko- rea, and the United States with the aim of implementing them at a global level in the future.
In response to the Covid-19 health emergency situation, the Distance Sale service was digitalised in Moncler to allow cli- ents to purchase garments safely from home, by telephone or
videocall, with the support of sales personnel. Moncler also in- troduced the Smart Entrance service to manage and optimise the presence of clients at retail stores. Moncler aims to launch a new tool to support its sales personnel: Moncler Live Boutique, de- signed to improve the management of virtual appointments and distance sales.
MONCLER BY ME
With the aim of making the client experience even more personalised and unique, in 2021 Moncler launched the Moncler by Me service at its flagship store on the Champs- Elysées in Paris. Within this project, clients are welcomed in the store s Personalisa- tion room, where, with the help of a digital configurator, they can choose between two models of winter outerwear, customise five areas of the garment (the inner lining, sleeves, hood and front and back of the outerwear), in addition to add the initials of their names and surnames and/or the Moncler coq. Once the personalisation experience is over, the client receives a video of the jacket as a digital souvenir before the garment is delivered to the client s home or picked up at the store. See also pages 138-139.
WHOLESALE EXCELLENCE Ensuring consistency and synergy between all touch points in terms of actions, communication and approach to clients is in- creasingly important to ensure a unique relationship with the Moncler brand. With this view, the philosophy and principles of Retail Excellence, aimed at improving the client purchasing expe- rience and involvement in the Moncler universe, have also been extended to all partners in the wholesale channel, starting with the monobrand stores and airports.
Transferring the retail channel s best practices to the whole- sale channel required specific initiatives involving different areas of action: from in-store training to defining personalised moments with the client, to extending after-sales services, to consolidating client service activities, to integrating all the information useful to identify stores and communication.
Starting in 2020, Moncler revised its wholesale channel dis- tribution policy, adopting a selective distribution system aimed at guaranteeing compliance with strict qualitative and quantita- tive criteria and at maintaining a positioning consistent with the Brand. Compliance with these criteria is necessary both to join and to remain within Moncler s distribution network, and is de- signed to ensure the alignment of all distributors with the Brand s image, prestige and reputation in addition to a high level of ser- vice to the client. Specific rules on the presence of other brands sold by the distributor, the type of premises, how products are showcased, the space allocated to Moncler products, personnel skills and the type of packaging are included in addition to other requirements.
Moncler also periodically subjects its business partners to audits, in accordance with the ISO 9000 standard, that are carried out both by Moncler personnel and by independent third-parties to verify the management of the Brand and the compliance with its service and quality principles. Starting in 2022, this activity will also be extended to the Stone Island wholesale channel.
Since 2020, with the aim of ensuring a high level of client service also in the after-sale phase of the wholesale channel, an
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