Claudio Sforza’s care works. Less than a year after his arrival, Benetton Group It closes 2024 with a better net position and more than halved losses. Hold revenues, which are at 916.9 million euros Against the billion of the previous year, despite the 10.8% decline recorded by the industrial production of the sector in the last two years.
More closures of the shops are coming
Despite the closure of a hundred shops in Italy in 2024, destined to go up to 500 by 2026 Including abroad, and a 10%decline-clothing market, Benetton managed to contain the drop in turnover. The net financial position, which was reduced by about 50 million, passing from -460 to -411 million and the losses were reduced below 100 million from 235 in 2023, when the expectations were for a red of 110.
A encouraging signal also comes from direct shops, who in 2024 recorded a average growth of 7% of turnover. A fact that confirms the concrete possibility of relaunch, despite the structural difficulties of the sector. To support the transformation plan is the edition, the Holding of the Benetton family chaired by Alessandro Benetton, who has allocated a total of 260 million to safeguard the historical activity of the brand. Of these, Sforza has already used 90, while to complete the renovation path it will be needed by another 30-50 million.
But online sales do not take off
However, it still remains behind thee-commercealways one of the weak points of the Ponzano Veneto group. In management intentions should represent a strategic lever for relaunch, but at the moment it is just 13% of the total sales, slightly increased compared to 12% of the previous year and far from the market average, which stands around 30%.
To fill the gap, Sforza has set up a dedicated division, which responds directly to him, with the aim of bringing the weight of the online between 20% and 25% in the medium term.
Also cuts in internal production and goodbye to the headquarters
Sforza’s plan is based on five pillars: relaunch of the brand, enhancement of digital channels, reduction of the cost of the finished product without sacrificing the quality, rationalization of the network and cutting general costs. The real change of pace, however, is productive: goodbye to the sTabilizations in Tunisia, Croatia and Serbiawith a strong outsourcing of production and an acceleration of the industrial cycle, reduced from 12 to 6 months.
The reorganization also involved the headquarters: Villa Minellia former symbol of the company, was emptied, with the transfer of activities to the Castrette Polo di Villorba. A choice that guaranteed more synergistic and efficient management. On the product front, the group has sought new directions, focusing on Asia. In South Korea – among the most dynamic markets for Benetton – two new collections were launched, Sisley K and Bbold, which combine Asian minimalism with western aesthetics. A signal, perhaps, of a new identity under construction.
But the crucial question remains open: is it a real relaunch or only well -managed agony? Sforza promises the balance of the budget by 2026. Will it be a return to the glory or the elegant deconstruction of a brand that has marked an era? Time – and the market – will give the answer.
