Italian luxurious style model Moncler Group has generated consolidated revenues of €829 million (~$884.3 million), a rise of 1 per cent year-over-year (YoY) at fixed trade charges (cFX) within the first quarter (Q1) of 2025.
Moncler model revenues reached €721.8 million, up 2 per cent YoY in Q1 2025. The direct-to-consumer (DTC) channel of the model recorded income of €630.5 million, up 4 per cent, regardless of ongoing market volatility and the exceptionally excessive comparable base in Q1 2024, which had recorded robust double-digit development throughout all areas.
Moncler Group posted revenues of €829 million (~$884.3 million) in Q1 2025, up 1 per cent YoY at fixed trade charges.
The Moncler model rose 2 per cent, pushed by a 4 per cent DTC improve, whereas Stone Island fell 5 per cent regardless of 12 per cent DTC development.
Asia led regional beneficial properties, whereas EMEA and Americas declined.
Remo Ruffini was named chairman as a part of the newly appointed board of administrators.
The bodily channel continued to outperform the net channel, whose developments remained weak within the quarter, significantly in Europe, Center East, and Africa (EMEA). The wholesale channel recorded revenues of €91.3 million in Q1 2025, a decline of 5 per cent, primarily because of the ongoing efforts to improve the standard of the distribution by means of additional community optimisation, Moncler Group stated in a press launch.
Area-wise, Moncler revenues in Asia (which incorporates Asia-Pacific (APAC), Japan and Korea) have been €380.8 million, up 6 per cent YoY. The Chinese language mainland continued to register development, regardless of a really demanding comparable base and the continuing shift of Chinese language consumption overseas.
Progress in Japan accelerated sequentially, primarily pushed by vacationer spending, whereas Korea confirmed softer developments in comparison with the earlier quarter. EMEA recorded revenues of €244.3 million, a lower of 1 per cent, impacted by the destructive efficiency of wholesale.
Revenues within the Americas have been down 2 per cent YoY to €96.7 million, primarily impacted by the destructive pattern within the wholesale channel, whereas the DTC efficiency held up YoY.
As of March 31, 2025, the community of Moncler mono-brand boutiques counted 284 straight operated shops (DOS), a web lower of two items in contrast with December 31, 2024. The Moncler model additionally operated 55 wholesale shop-in-shops (SiS), a web lower of 1 unit in contrast with December 31, 2024.
In the meantime, one other model, Stone Island, noticed revenues decline by 5 per cent YoY to €107.3 million with strong double-digit development within the DTC channel persevering with a rise of 12 per cent, pushed by development in all areas, with Asia outperforming. The wholesale channel went down by 19 per cent YoY.
As of March 31, 2025, the community of Stone Island mono-brand shops comprised 90 DOS, unchanged in contrast with December 31, 2024. In the course of the quarter, a notable growth was the relocation of the flagship retailer in Paris. The Stone Island model additionally operated 11 mono-brand wholesale shops, a web improve of two items in contrast with December 31, 2024.
“The beginning of the year was marked by ongoing macroeconomic and geopolitical complexities, which we continue to navigate with strong operational discipline and sharp focus on our brand-first strategy. This approach enabled us to achieve solid growth in the DTC channel across both brands in the first quarter, despite an exceptionally high comparable base,” stated Remo Ruffini, chairman and chief govt officer (CEO) of Moncler Group.
“In times of growing volatility and unpredictability, we remain even more committed to executing our clear long-term vision for both Moncler and Stone Island. The recent Moncler Grenoble brand experience in Courchevel was a perfect expression of this: a unique event that brought the brand to new altitudes, both in terms of product elevation and in strengthening authentic relationships with our communities. The year has just begun, and while the macroeconomic picture remains highly unstable, our commitment to combine creativity and innovation with operational flexibility and financial rigour will continue to define our path ahead,” added Ruffini.
