Brand-wise, Moncler contributed €1,039.0 million, with Asia leading regional growth at €525.7 million, a rise of 4 per cent, followed by Europe, Middle East, and Africa (EMEA) at €365.4 million (−3 per cent), and the Americas at €147.9 million, up 1 per cent. Direct-to-consumer (DTC) revenues for the brand rose by 2 per cent to €883.2 million, while wholesale revenues declined 6 per cent to €155.8 million.
Moncler Group has reported H1 2025 revenues of €1,225.7 million (~$1,446.33 million), up 1 per cent YoY, with growth in Asia offsetting declines in EMEA.
Moncler and Stone Island posted mixed regional and channel results.
EBIT was €224.8 million (~$265.26 million).
Q2 revenues dipped 1 per cent to €396.6 million (~$468.99 million).
The group remains cautious for H2.
Stone Island recorded €186.7 million in revenue, down 1 per cent, with Asia growing 14 per cent to €52.3 million, EMEA dropping 5 per cent to €123.3 million, and the Americas falling 15 per cent to €11.1 million. DTC sales for Stone Island grew 8 per cent, reaching €99.1 million, while wholesale declined 9 per cent.
The group’s EBIT stood at €224.8 million (~$265.26 million) with a margin of 18.3 per cent, and the net result was €153.5 million, reflecting a 12.5 per cent margin. Net cash stood at €980.8 million after a dividend payment of €345 million.
In the second quarter (Q2) of 2025, group revenues were €396.6 million (~$468.99 million), down 1 per cent YoY. Moncler brand revenues reached €317.2 million, a 2 per cent decline, largely due to a slowdown in the DTC channel and reduced tourist activity in EMEA and Japan, though the Americas showed sequential improvement.
Stone Island performed better in the quarter, with revenues rising 6 per cent to €79.4 million. The DTC channel for Stone Island grew 3 per cent, while wholesale improved 9 per cent, driven by stronger performance in Asia and better delivery timing compared to Q1.
“The first half of the year reminded us once again how unpredictable and complex the world can be, and how companies must remain vigilant and agile while continuing to nurture their brands. These are moments that require full focus on the execution of our strategy, with strong discipline, rigor, as well as flexibility,” said Remo Ruffini, chairman and chief executive officer (CEO) at Moncler. “These are also times when we have to continue strengthening our brands through distinctive creativity, the relentless pursuit of product excellence, and by sharing energy with our communities.”
“Amid ongoing macroeconomic uncertainty, our Group will continue to operate with consistency and resilience—guided by a clear vision, deep awareness of the present, and the ambition to turn external challenges into future opportunities,” added Ruffini.
Moncler remains cautious entering the second half (H2) of 2025, citing ongoing global economic and geopolitical uncertainties. The group reaffirmed its commitment to agile operations, brand investment, and long-term sustainable growth, leveraging its heritage and innovation-driven culture.
Fibre2Fashion News Desk (SG)
