FY 20 1 8 Financial Results
COMPANY OVERVIEW
OUR STORY IS MADE OF HERITAGE UNIQUENESS QUALITY CONSISTENCY ENERGY
OUR STORY: MORE THAN 65 YEARS OF UNIQUE HERITAGE 1 952 20 1 3 20 1 8 The company is founded Moncler supplies products Moncler is listed on the Moncler launches a new in Monestier-de-Clermont, for important expeditio ns Milan Stock Exchange creative pro ject near Grenoble (France) and for the Winter Moncler Genius One House Olympic Games Different Voices , a hub of 8 minds operating in unison while simultaneously cultivating 1 954 20 0 3 their singularity Moncler creates Moncler brand is acquired the first nylo n jacket by Remo Ruffini 4
A NEW ERA BEGUN IN 20 1 8 1 700 1 41 7 +24% Revenues 20 0 3 20 1 8 CAGR (Eur M) 1 1 33 850 567 283 0 20 03 20 04 20 05 20 06 20 07 20 08 20 09 20 1 0 20 1 1 20 1 2 20 1 3 20 1 4 20 1 5 20 1 6 20 1 7 20 1 8 20 1 9 20 20 20 0 3 20 0 7 20 0 8 20 1 7 20 1 8 and beyond: 5 years of re-engineering 1 0 years of expansion The era of digitalisation 20 1 8 and beyond: 20 0 3 20 0 7 20 0 8 20 1 7 5 years of re-engineering 1 0 years of expansion The era of digitalisation PRODUCT Icon products, outerwear Gammes, new categories GENIUS DISTRIBUTION Wholesale enhancement Retail development Omnichannel CLIENT New high-end segments New Nationalities New attitudes COMMUNICATION Traditional media Tailored/ CRM communication Digital 5
MONCLER GENIUS: A UNIQUE AND INNOVATIVE PROJECT ONE HOUSE, DIFFERENT VOICES Different projects defining the unity of Moncler Genius 0 Moncler Richard Quinn 1 Moncler Pierpaolo Piccioli 2 Moncler 1 952 3 Moncler Grenoble 4 Moncler Simone Rocha 5 Moncler Craig Green 6 Moncler 1 0 1 7 Alyx 9SM 7 Moncler Fragment Hiroshi Fujiwara 8 Moncler Palm Angels 6
MONCLER COLLECTIONS LAUNCH PLAN MONCLER GENIUS LAUNCHES JAN FEB MAR MAY JUN JUL AUG SEP OCT NOV DEC JAN CRAIG GREEN 1 952 (MAN) SIMONE FRAGMENT NOIR PALM ANGELS SIMONE ROCHA 1 952 (MAN) RICHARD FRAGMENT GRENOBLE POLDO CRAIG ALYX PIERPAOLO 1 952 (W OMAN) ROCHA 1 952 (W OMAN) QUINN GREEN PICCIOLI MONCLER MAIN COLLECTIONS DELIVERIES NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT SPRING SUMMER FALL W INTER 4 DELIVERIES FROM NOVEMBER UNTIL END OF MAY 7 DELIVERIES FROM END OF MAY UNTIL OCTOBER 7
PRODUCT EVOLUTION: FOCUS ON OUR CORE AND ADJACENT CATEGORIES OUTERW EAR MAIN COLLECTION KNITW EAR FOOTW EAR & LEATHER GOODS Main collectio n, our milestone, Further enhancement in design Design team and organisation in continuous evo lutio n & merchandise reinforcement Continue to increase visibility in store Complete DOS penetratio n continue to reinvent our DNA GRENOBLE SOFT ACCESSORIES ENFANT One collectio n, all year long Focus on creativity and merchandise Reinforce leadership in o uterwear with a stronger focus on "girl" Moncler Improve in-store visibility and complementary categories Expand retail and o nline distributio n 8 Our goal: continue to support solid growth in core lines; adjacent categories expected to increase double-digit
RETAIL: STILL UNEXPLOITED POTENTIAL FROM ORGANIC AND EXPANSION Selected new openings and to drive revenues Strong fo cus on new clients while continuing to increase loyalty value, repurchase rate and UPT Reinforced focus on organic growth Our goals: • enter c. 2 new countries per year • at least 1 0 new openings per annum • on-going relocations Existing markets to further develop New markets 9
DIGITAL COMMERCE IS OUR OUTPERFORMING CHANNEL • Mo ncler.com our first flagship store • Online revenues have been growing stro ng double-digit over the past 3 years DIGITAL DIGITAL MARKETING EXPERIENCE • EMEA omnichannel roll-out completed in 20 1 8, Japan and US to be implemented in 20 1 9 • Launch of directly managed Ko rean e-commerce by H2 20 1 9 • Fo cus on social medias*, SEO, online media and consumer data driven marketing to drive engagement and conversion on website DIGITAL DIGITAL COMMERCE INTELLIGENCE Our goals: • New website in 20 20 • Double online revenues 1 0 (*) Facebook, Instagram, Youtube, Pinterest, Twitter, Linkedin, W eChat, W eibo, Line, Kakaotalk
Travel retail channel increasingly important also to attract Next-Gen 1 0 locations at YE 20 1 8 c. 1 0 locations expected to open in 20 1 9 Our focus: Existing locations at 31 / 1 2/ 20 1 8 Expected openings in 20 1 9 • Expand Moncler airport stores to reach c.30 locations by 20 20 • Develop dedicated products • Introduce dedicated VM and windows 1 1
W HOLESALE: STRONG FOCUS ON SIS AND E-TAILERS SiS development and e-tailers to co ntinue to drive results Some 8-1 0 new SiS p.a. expected, including stores in important high-traffic airports All regions to contribute to the SiS network development Expected to increase penetration on selected top e-tailers Doo rs selection process still ongoing Wholesale as tester of new markets One goal: to increase wholesale revenues high single-digit Existing markets to further develop New markets 1 2
RETAIL EXCELLENCE 2.0 : OUR CLIENT IS OUR MAIN FOCUS EVERYW HERE TO DRIVE ORGANIC GROW TH 20 0 8-20 1 4 20 1 5-20 1 7 20 1 8-20 20 INITIAL RETAIL DEVELOPMENT: RETAIL EXCELLENCE 1 .0 : RETAIL EXCELLENCE 2.0 : FOCUS ON NEW STORES FOCUS ON EXISTING CLIENTS. FOCUS ON OMNICHANNEL AND NEW CUSTOMERS INITIAL INTEGRATION AMONG CHANNELS SELLING Client Advisors mainly «offering» Client experience, people and in-store EXPERIENCE Moncler products operatio ns at the centre Omnichannel KPIs in place CLIENT Limited knowledge and interactio n Focus on data collectio n. Deep knowledge and interactio n outside selling experience MonClient roll-out with clients at 360 ° Personalised communicatio n between COMMUNICATION Co rpo rate co mmunicatio n. Enhanced digital experience fully Client Advisors and clients. CRM started MonClient Moments CRM enhanced tools to be implemented (one integrated device) 1 3
SUPPLY CHAIN: OBSESSED W ITH QUALITY, FOCUSED ON TIME TO MARKET OUR MISSION Mo ncler wants to continue to deliver the best in class products with the highest quality standards and the most innovative design at the planned time FOUR KEY FOCUS AREAS MONCLER GENIUS PROCESSES OPTIMISATION KNITW EAR, SHOES AND LEATHER GOODS MONCLER CLINIQUE Moncler wants to remain at the leading edge of quality and innovation 1 4
SUSTAINABILITY IS A LONG JOURNEY W ITH ONE GOAL: CONTINUOUS IMPROVEMENT OUR MISSION: • Down traceability: continue to enhance our DIST protocol as point of reference • Stringent ethical requirements fo r all suppliers RESPONSIBLE SOURCING • Pursuing a philoso phy of continuous improvement, sharing and support • Employee engagement activities • Best talents program PEOPLE EXPERIENCE • Promo te employee wellbeing and fo ster work-life balance • Support scientific research and local communities SOCIAL AND ECONOMIC • New generations as main focus in our projects DEVELOPMENT • Corporate volunteering programs 1 5
Know-how to make it work Creativity and multiplicity to make it magic Simplicity to make it happen Stay tuned!
FY 20 1 8 RESULTS
Only 1 5 years ago, I acquired a small Brand I believed a lot in. In 201 8, this Brand generated more than 1 .4 billion euros in revenues, reached 500 million euros of EBITDA and had more than 450m euros of net cash
vision without execution is just hallucination . I believe we should be really proud of what we have achieved. Moncler Genius has been a success
8 RESULTS KEY HIGHLIGHTS (*) FY 20 1 CONSOLIDATED REVENUES RETAIL REVENUES CSSG EUR 1 ,420 .1 M , +22% EUR 1 ,0 86.5M , +26% +1 8% COMPARABLE STORE SALES AT CONSTANT EXCHANGE RATES AT CONSTANT EXCHANGE GROWTH (+1 9% REPORTED) RATES (+22% REPORTED), WITH STRONG RESULTS IN ALL REGIONS WITH OUTSTANDING DOUBLE-DIGIT REPRESENTING 77% OF TOTAL REVENUES GROWTH IN ALL DISTRIBUTION CHANNELS AND IN ALL REGIONS ONLINE EBITDA ADJ (**) W HOLESALE REVENUES STRONGLY OUTPERFORMED THE EUR 50 0 .2M WITH A MARGIN ON EUR 333.6M , +1 3% REST OF THE BUSINESS SALES OF 35.2% (34.5% IN FY 20 1 AT CONSTANT EXCHANGE RATES 7) (+1 1 % REPORTED) EBIT NET INCOME, GROUP SHARE NET FINANCIAL POSITION EUR 41 4.1 M WITH A MARGIN ON EUR 332.4M , +33% COMPARED TO FY EUR 450 .1 M OF NET CASH VS. SALES OF 29.2% (28.6% IN FY 20 1 EUR 30 4.9M AS OF 31 DECEMBER 20 1 7 7, WITH A MARGIN ON SALES OF 7); 20 1 23.4% (20 .9% IN FY 20 1 7) 21 (*) This applies to all pages: rounded figures (**) Before non-cash costs related to stock-based compensations plans
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