Furla
Furla CEO Eraldo Poletto on reimagining accessible luxury
(Continued)
With sustainability becoming a non-negotiable in luxury, what steps is Furla taking to ensure responsible growth – from sourcing and manufacturing to circularity and transparency?
Responsible commerce has always been at the heart of Furla. From day one, our focus has been on creating products designed to last for years, not seasons. It’s something our customers notice – if you look at online forums, one of the most common comments is that a Furla bag can still look brand new after 15 years. That longevity is one of the most sustainable choices a brand can make.
At the same time, we’re actively investigating in-house solutions for circularity and continuously examining our sourcing and manufacturing practices. We’re also diligently preparing to align with the important upcoming EU sustainability legislation.
As the digitalisation of travel retail gathers pace, how is Furla exploring omnichannel engagement with travelling consumers – for instance through pre-travel engagement, click-and-collect or loyalty platforms?
Digitalisation in travel retail is accelerating, and we see tremendous potential to engage with our travelling customers in meaningful ways. Naturally, this is easier to manage in our own stores, where we control the flow of data. In travel retail, it’s more complex, but also an exciting challenge.
For Furla, the key is collaboration – working closely with airport operators and partners to develop solutions that truly serve the customer, rather than just capturing data for its own sake. The question we ask is always: how can we use this information to enhance the customer experience, make it more seamless, enjoyable and personalised? When digital tools are deployed with that mindset, we can create a travel retail experience that is not only convenient but also emotionally resonant, reflecting the joy and accessibility that Furla stands for.
Retailtainment, personalisation and experience becoming more central to travel retail success. How is Furla incorporating these in its travel retail approach?
The opportunities to make airport shopping more fun and engaging are practically limitless. In travel retail, it’s about creating experiences that go beyond what customers find in our city stores – making products easy to buy, offering fun objects and incorporating personalisation or specialisation that give travellers a unique reason to purchase.
Charms, for example, are a tremendous opportunity: if a city store carries 20 charms, a travel retail location might offer 50, creating a sense of discovery and exclusivity. Right now, many airport stores mirror their city counterparts, making price the main point of differentiation.
We see a much bigger opportunity: to make travel retail a ‘don’t miss’ destination where shopping is joyful, interactive and memorable – reinforcing Furla’s spirit of fun, creativity and accessibility.
“From day one, our focus has been on creating products designed to last for years, not seasons”
Eraldo Poletto
What does a good Trinity partnership look like to you in 2025?
A strong Trinity partnership in 2025 is built on a shared focus: putting the customer at the centre, rather than just the financial bottom line. That means aligning on CRM, product assortment and creating an airport environment that is beautiful, welcoming and engaging. Every step of the traveller’s journey should be an opportunity to connect with the brand.
Of course, everything is shaped by how much free time a traveller has. The more efficient the airport is before security, the more opportunities we have to create meaningful engagement before boarding. Spaces should feel open, inviting and thoughtfully designed to enhance the shopping experience.
Pricing and product selection are also critical, particularly for new customer acquisition. In duty free, people who aren’t our core audience are suddenly exposed to Furla. Offering smaller items at the right price can turn first-time visitors into loyal customers. By thinking carefully about efficiency, design, product assortment and pricing, we can collaborate with partners to transform duty free from a tunnel into a destination – a space that is both commercially successful and emotionally engaging for the traveller.
Eraldo Poletto returns as CEO to steer Furla through next chapter of growth
Following the renewal of its board of directors at the shareholders’ meeting on 26 August, the Furla Group confirmed the appointment of Eraldo Poletto as its new Chief Executive Officer. Poletto succeeds Giorgio Presca, who departs after two years at the helm.
Poletto, who previously served as Furla CEO from 2010 to 2016, brings a wealth of international luxury leadership experience. He most recently headed Santoni and held senior roles with Stuart Weitzman (Tapestry), Salvatore Ferragamo and Diesel (OTB).
The appointment comes as Furla navigates a period of transition. According to Bloomberg, the group reported revenues of €186 million and losses of €27 million in 2022, with €154 million owed to bank creditors and €25 million in financing required for operations. Formal negotiations to restructure the company’s debt are now underway.
Partner’s message
Partner’s message
The Moodie Davitt eZine
Issue 347 | 26 September 2025
The Moodie Davitt eZine is published 6 times per year by The Moodie Davitt Report (MA Travel Retail). © All material is copyright and cannot be reproduced without the permission of the Publisher. To find out more visit www.moodiedavittreport.com and to subscribe, please email kristyn@moodiedavittreport.com