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Isabelle Allouch

Sandro through the yearsFrom wholesale to omnichannel, from a French domestic brand to a Global brand, from a retailer to a sustainable phy-gital brand

Focus on France

51

Sandro, a leading global brand in the accessible luxury marketc. 70% of sales are international

52

What makes Sandro STAND OUT ?A strong DNA inspired by Evelyne Chetrite’s story and life philosophy

53

Fundamentals inspired by the history of our founders

Contrast

Tension

Craftmanship of tailoring

Family

The modern world

Paris

54

Stylistic signature attributes

Balance

Structure

Sleek

Detail

Offbeat

55

Areas of inspiration & expression

Art SolidarityMusic

56

Brand statement

57

Shape Sandro for the new world……to drive dynamic LFL, rising profitability, and long-term sustainable growth

Strategic PRIORITIES

58

Recast brand’s desirability

& singularity

59

Fashion forward & global

CARRY OVER 20%

UPDATED 40%

FASHION 35%

NOVELTY 5%

60

Quality oriented & inclusive

CARDICOAT

FLAME

61

Towards responsible fashion

62

Women’s: win on accessories

YZA BAG

LIAM BOOTS

63

Men’s: win outside of France

CAPSULELOGO

EXCLU ASIACOLLABORATION

64

Recast brand’s desirability

& singularity

65

Leverage Sandro’s fundamentals…

66

…taking over new desirability drivers

67

Strengthen the bond with our community thru collaborations

68

Embrace social media codes to connect with new audiences

69

Create experience beyond product building on Sandro’s areas of expression

70

Leverage social media as Sandro’s main eco-system

/

71

Invest in marketing and prioritize allocation to Asia

2,3%

72

Shape Sandro for the new world……to drive dynamic LFL, rising profitability, and long-term sustainable growth

Strategic PRIORITIES

73

Anchor Sandro’s commitments into the brand DNA

74

Implement dedicated communication approach

Dedicated

website page

Solidarity actions

Solidarity actions

75

Shape Sandro for the new world……to drive dynamic LFL, rising profitability, and long-term sustainable growth

Strategic PRIORITIES

76

Revamp global distribution

for one journey

77

Increase personalization and customer satisfaction for existing and next-gen customers

78

The future starts now aiming to reach 25% of sales in 2025

E-commerce

79

Enhance experience to nurture brand’s desirability

In-store experience

80

New store concept

In-store experience

81

Emotional & entertaining

In-store experience

82

Prioritize Asia

,

Phy-gital expansion

Travel retail

83

Shape Sandro for the new world…

…to drive dynamic LFL, rising profitability, and long-term

sustainable growth

84

October 27, 2020

Isabelle Guichot

Targeted Priorities to be a Brand of Tomorrow

Maje BrandGenome & Strategic

Approach

Enhance Brand Desirability

Optimize Retail Profitability & Execution

to support Growth

Towards a seamless& digitalized Customer

Experience

Contributeto Sustainable Fashion

Judith Milgrom

86

A resilient Brand Identity paving the way for a Success Story

1998-2001 2002-2003 2004-2005 2006-2007 2008-2009 2010-2011 2012-2013 2014-2015 2016-2017 2018 2019-2020

Co

rpo

rate

Ma

na

ge

me

nt

Co

llec

tio

ns

Co

rpo

rate

& d

istr

ibu

tio

nc

om

mu

nic

atio

n

Re

tail

De

ve

lop

me

nt

Inte

rna

tio

na

l D

ev

elo

pm

en

tA

cc

ess

orie

sG

rap

hic

e

xp

ress

ion

sC

olla

bs

Ad

ve

rtis

ing

exp

ress

ionSaskia

de BrauwCatherine McNeil

Lou Doillon

MAJE en scène 1 & 2

MAJE mécénat Chirurgie ; Cardiaque

Festival de Cannes

MAJE & Elle en scène Partnership with Women

for Women International, London

Partnership with Médecins Sans Frontières

Packaging 2018 logo 320 years

New signature

M bagAccessories Bags & jewerly Structure of the Accessories plan

from 2014

CharmsMaje eyewear Mini M

SLG, Belts, Bags novelty

Maje enters wholesalebusiness

1st boutique in Paris 42, rue du Four followed by rue Montmarte, Ternes & rue Saint Honoté

Moucharabiehs concept

Bon Marché

Paris openings : Boissy d’Anglas Commerce & Saint Sulpice, Scribe,

Haussman. Province openings : Rennes

32 openings in France in 2008, 25 in 2009Boutiques Strasbourg & Bordeaux

20openingsin France in 2010, 14 in 2011

Haussmann

9openingsin France in 2012, 2 in 2013

Francs Bourgeois

Rue Scribe 2014 (concept White Box)

New concept Nomade-Moderne

Stockholm Regent Street(pink marble)

Franc Bourgeois 2

Saint Honoré new vintage concept

Maje creationby Judith Milgrom in 1998

MAJE = The initiales of a familyMOYAL-ALAIN-JUDITH-EVELYNE

Headquartersrue du Caire 75003

Headquarters rue d’Aboukir 75002

Catherine GorgéOperations Director

The Group composed by MAJE & Sandro acquires claudiePierlot and become SMCP

Elie Kouby ans Frédéric Biousse join the

company to develop it

L Capital and FLORAC enter SMCP capital

Judith Milgrom electedFemme en or

/ Designer of the Year

Headquarters rue du Mail 75002

Sylvie ColinMaje CEO

(2014-2017)

KKR enters the capital of SMCP and owns 65%

Isabelle GuichotMaje CEO

Judith Milgrom receivethe Légion d’Honneur

SMCP IPO(Euronext) Headquarters rue

Marengo 75001

Assert and Sharpen our Brand DNA

100% WOMANFamily, Life, Vitality,

Movement, Seduction, Sexiness

EMOTIONSValues, Intangible, Innerword, Memory, Intensity,

Experience, Love

FREEDOMAudacity, Chance, Invention,

Creativity, Moving forward,En même temps

HERE & AWAYRoots, Inspirations, Values,

Ambiance, Experience

THE FREEDOM TO EXPRESS WOMANHOOD

88

438 M€Sales

444Retail Stores

133Partner Stores

40Countriesincluding Partners

& E-Commerce

*2019 data

Maje, a Growing Business Model

% digital sales

% international

4% 8% 11% 13% 14% 15%

47% 56% 60% 63% 67% 70%

Sales (€m)

187

2014

272

313343

391

438

2015 2016 2017 2018 2019

89

HIGHLIGHTBRAND GENOME

Refine our Brand Pillars

EFFICIENT AND CONSISTENT COLLECTIONS

Increase Full Price Sales& LFL Growth

360° CLIENT CENTRICAPPROACH

Increase BrandAwareness and Desirability

BEST IN CLASSRETAILERAlign Maje

Management Tools

Leverage our Key Pillars to Boost Strategy Deployment

90

Self

transcendence

Provides hope

Motivation

Badge

value

Quality VarietySensory

appeal

Nostalgia

(Heritage)

Reduces

anxiety

Fun/

Entertainment

Therapeutic

Value

SimplifiesSaves time Reduces risk

Avoids hasslesReduces effort

Provides

access

Makes moneyOrganizes Integrates Informs

Connects

Reduces cost

*Bain & Company Elements of Value® Pyramid for Fashion-Luxury

Taking into consideration the Shift in Customers Values

PLATFORM

EMOTIONALEXPERIENCE

ASPIRATIONAL

EMOTIONS

IDENTITY & SELF-EXPRESSION

FUNCTIONAL

EXPERIENCE

EMOTIONAL

EXPERIENCE

INSPIRATION & SOCIAL IMPACT

Heirloom

Brand as a code / language(helps me define myself and

communicate with others)

Brand as an aspiration and status (validatesme)

Brand as a friend(makes me feel good)

Attractiveness

Design/

Aesthetics

Rewards

me

Wellness

Affiliation &

belonging

Self actualization

1

2

3

4

91

Enhance Brand Desirability

PRIORITY

1. Refine our Product & Merchandising Strategy

2. Trigger a Holistic and Innovative Communication Strategy

1

Refine our Product Strategy to Sustain Desirability

SHARPEN THE MAJE SILHOUETTE AS THE EXPRESSION OF JUDITH’S VISION. A UNIQUE TAKE ON FEMININITY

CHIC & OFFBEAT INTEMPORAL & SEXYDAY & NIGHT

1 P r o d u c t

2 M a r k e t i n g

93

Refine our Product Strategy to Sustain Desirability

A RELIABLE, TIMELESS "CORE COLLECTION" TO MAXIMIZE TIME TO MARKET & SALES PROFITABILITY

1 P r o d u c t

2 M a r k e t i n g

The longbohemian

dress

The leatherjacket

The pleated

skirt

The « Meshknitting »

dress

TheM bag

TheMedallions& charm’s

Thelittle black

dress

Thebelts

94

1 P r o d u c t

2 M a r k e t i n g

Refine our Product Strategy to Sustain Desirability

STRENGTHEN OUR CEREMONY OFFER AS A KEY STAPLE BRAND LINE

95

Refine our Product Strategy to Sustain Desirability

BE A REFERENCE FOR ACCESSORIES TO INCREASE SALES SHARE, AND TRANSACTIONS VALUES

1 P r o d u c t

2 M a r k e t i n g

ENRICH OUR LANGUAGEIN LEATHER GOODS

EXPAND BELTS & ACCESSORIES To be a destination for gifts &

Travel Retail

COMPLETE OURSILHOUETTES WITH SHOES

96

10%19%

22%

37%

67%

40%

1% 4%

2020 2025

Our 4 product pillars

Capsule &

collaboration

Fashion

Update

Carry-over

Adjust Merchandising Strategyto the New Normal to Increase Sell-Through

DECOMPLEXIFY STRUCTURE TO OPTIMIZE AGILITY, SIMPLICITY & EFFICIENCY

BE AGILE: BUY NOW, WEAR NOW LEANER AND MORE EFFICIENT COLLECTIONS

1 P r o d u c t

2 M a r k e t i n g

360

455415 415 400 405

310 310

85110 120 115 125

160 160 160

SS17 FW17 SS18 FW18 SS19 FW19 Target

SS21

Target

FW21

Number of SKUs over time

PAP

Access

Fashion winter « Real Winter »

June July Aug Sept Oct Nov

From…One collection setting

the mood of the season

From…Fashion seasons

…toMultiple drops narrating

the brand creativity

…toReal seasons

Shifting

97

CAPSULE &COLLABORATION

Episode-based creative narrative beyond

calendars

1 P r o d u c t

2 M a r k e t i n g

UPDATE

Multi-seasonalcreativity on icons

FASHION

“Traditional” fashion creativity

CARRY-OVER

Iconic brand pieces and product champions

Adjust Merchandising Strategyto the New Normal to Increase Sell-Through

98

A History filled with Creativity& Collaborations to Sustain Desirability

1998

Creation of

Maje

2002

The first

boutique opens in Paris

2010

Collaboration

with

Vanessa Traina

2012/2013

Collaboration

withAlexa Chung

2014

Collaboration

with K-Way

2015

Collaboration

withMinne Tonka

2016

Launch of our

M bag

2017

Collaboration

with

2009

Collaboration

with

Les Putafranges &

2018

Our 20 years

anniversary

2019

Our First Stone

project and capsule

embodied by Nuria,

Michaela & Bianca

2020

Slim Aaronscapsule

1 P r o d u c t

2 M a r k e t i n g

99

Accelerate the pace of Capsules& inject Collaborations to Sustain Desirability

TRIGGER RARITY, VISIBILITY AND FULL PRICE CONVERSION

SLIM AARONS CHINESE NEW YEARECO-RESPONSIBLE

CHRISTMAS

1 P r o d u c t

2 M a r k e t i n g

100

Finetune our Pricing Strategy to Bolster Full Price

SEIZE PRODUCT OPPORTUNITIES TO TRIGGER ALL SALES LEVERS

NEW STRATEGIC PRICING INCREASE ACCESSORIES SALES & PROFITABILITY

Top

Core

Entry

Pric

e

High-end product to foster loyalty and engage.

Core offer : variety of price points to engage and cross-sell.

Distilled brand creativity at entry priceto attract power spending.

Smart discounts and outlet strategy to expand the client base.

- Increase initial margin

- Create more entry prices for shoes

- Develop a wider selection of expensive bags

Competitive benchmark for bags’ price positioning

Brand 1 Brand 2 Brand 3 Maje Brand 4 Brand 5 Brand 6

195 245 295 235 235 398 380

98 95 125 95 95

288170

550

295350 385 345

498

995

452

200225 290 250

210

825

1 P r o d u c t

2 M a r k e t i n g

101

Trigger a Holistic & Innovative Communication Strategy

1 P r o d u c t

2 M a r k e t i n g

REVIEW OURMARKETING MODEL

FOCUS ON OUR BRAND IDENTITY

ADOPT A DIGITALAND AUTHENTIC APPROACH

Judith Milgrom

102

Review our Marketing Model to Increase Brand Awareness

DOUBLE OUR MARKETING BUDGET TO 4% OF SALES BY 2025

1 P r o d u c t

2 M a r k e t i n g

2. REDESIGN COUNTRY BY COUNTRY MARKETING ROADMAP, INCLUDE CHINA AS A KEY ELEMENT IN

OUR COMMUNICATION STRATEGY

FW19 Campaign #Maje My Dog & I SS20 Campaign #Maje does Memes

1. PUSH DIGITAL SPENDING,DIGITAL CONTENT DIFFUSION

10%

17%

8%

8%35%

5%

18%

Content creation Diffusion online Diffusion offline

PR & Events Traffic Marketing E-commerce shooting

Retail Marketing

103

Reinforce our Communication around our Brand Identity

STRENGTHEN OUR COMMUNICATION AROUND JUDITH MILGROM TO CREATE EMOTIONAL BONDS WITH OUR COMMUNITY

1 P r o d u c t

2 M a r k e t i n g

The Mood concept

A monthly styling selection by

Judith to connect & generate

awareness

104

Adopt a Digital & Authentic Approachto Engage and Increase Reach

INITIATE A DECENTRALIZATION OF

SPEECH

#MajeStories authentic concept& tone of voice

DIGITALIZE OUR COMMUNICATION TO TARGET THE CLIENTS OF TOMORROW

Invest in existing & new platforms (Instagram, Tik Tok)

1 P r o d u c t

2 M a r k e t i n g

105

Speak in a Relevant Way to our Chinese Customers

FOSTER ASIAN INCLUSIVITY IN ALL COMMUNICATIONS &

PRODUCTION CONTENT

MARKET ASIA-SPECIFIC CAPSULES & PRODUCTS

DEVELOP AND EXPLOREASIAN DIGITAL MEDIA

Douyin, Little Red Book, livestreaming

Gamification (Ada game), avatars

1 P r o d u c t

2 M a r k e t i n g

106

PRIORITY

2Towards a Seamlessand DigitalizedCustomer Experience

O f f e r a n e w

C u s t o m e r

E x p e r i e n c e

Saint-Honoré, Paris

108

Personalize the Maje Client Experience to Increase Conversion

- Enrich & leverage client data using new tools (salesforce…)

- Enhance the Customer Care experience

- Personalize the Shopping experience with our loyalty program

- Leverage and measure client commitment to Maje

MANAGE OUR CLIENTELING TOOLSFOR 360° KNOWLEDGE OF OUR

CLIENTS

- Empower our salesforce through training

- Personalize and differentiate the in-store experience

CONTINUE TO IMPLEMENTOUR RETAIL EXCELLENCE STRATEGY

109

Further Boost our Stores’ Digitalization to Offer One Client Journey

- Promote and expand omnichannel experiences

- Advertise our new client services:

Bike deliveries, video shopping, virtual queuing …

MAKE THE PHYGITAL A PRIORITY

- Launch payment methods

- Roll out in-store events

- Test digital concept store

INVEST IN DIGITAL PROJECTS

E-Maje Click & Collect E-Reservation One channel

* Unified Commerce 20% of incremental ecom turnover

110

Make our Website part of our Client Journeyto Increase Full Price Sales

INVEST IN CONVERSION LEVERS

- Google position & search

- Push brand recognition(media brands, YouTube,

e-com fashion press, retarget clients)

ATTRACT CLIENTS: VISIBILITY

CONSTANT IMPROVEMENT

OF WEBSITE ERGONOMICS especially for

mobile

PERSONALIZE ONLINE SHOPPING

- Looks suggestions, videos animations

- Initiate temporary digital activations

VALUE THE CUSTOMER

- Loyalty program (rewards)

TRIGGER EMOTIONS & TRANSFORM

Advent calendarGift shop

The Perfect Gift

HARMONIZE IN-STORE & E-COM

PAYMENT SYSTEMS AND TERMS

ANIMATE OUR WEBSITE WITH KEY PROJECTS

- Virtual reality, virtual store

DECREASE OUR RETURN RATE

- After-sales product exchanges

- An instant resale platform to lower returns

BECOME A DIGITAL PIONEER

111

Accelerate Digital Penetration to Reach 25% of Sales by 2025

Our strategic approachto reach our 2025 targets,from 15% to 25%

1. Grow digital investmentto increase conversionand full price sales

2. Optimize our digital e-shops

3. Capitalize on new players to grow e-concession business

53%

Own website

36% 11%

Wholesale

R e g i o n a l p a r t n e r s w e b s i t e s

E-concession

*2019 data112

Optimize RetailEfficiency & Executionto Support Growth

PRIORITY

3

113

Improve our Retail Efficiency and Increase Profitability

Implement a demand planning policy

to increase sell-through, LFL & full price sales

1. Optimize purchasing – Produce less, Time to market

2. Carefully manage stock level – Clustering, Carry-overs

3. Manage logistics – Centralized WW purchasing,

Enhance stock mutualization, lower initial allocations

INCREASE PROFITABILITYPER SQUARE METER

- Implement RFID technology to secure product flows

- Foster a non-promotional experience

- Optimize retail costs

- Manage Buyers Sales BtoB

OPTIMIZE OUR SUPPLY CHAIN

114

Optimize our Retail Network to Revitalize LFL Growth

BUSINESS

Tailored strategy & client experience

PEOPLE

1 Commercial Team

1 Merchandising Team

COLLECTION

In-season full price transfers

Tailored selection using material buffer

FINE-TUNE OUR CURRENT NETWORK

- Relocate & streamline stores in key locations (France)

- Close unprofitable stores (US, IT, DK…)

SHIFT AND PROFESSIONALIZEOUR OUTLET BUSINESS MODEL

115

Adopt a Tailored Expansion Approach Focused on Profitable Markets

Growing countries

with high potential

Future strategic

geographies

Moderate expansion

in mature countries

Existing mature markets

116

Proactively enter New Channels for Growth Opportunities

GRASP NEW OPPORTUNITIESAND ATTRACT TOURISM

- Focus on accessories & folded pieces

TRAVEL RETAIL RENTAL PROJECT SECOND HAND

PLAY AN ACTIVE ROLE IN RENTAL MARKET TO ATTRACT A NEW CLIENTELE

- US: partnering proactively with key players

(Rent the Runway, CaaStle)

- EU: initiate a white label website

with a rental partner

ENTER MAJE RESALE MARKETAND ATTRACT A COMMITTED TARGET

- EU: partnering proactively with key players

(Vestiaire Collective)

117

Contributeto Sustainable Fashion

PRIORITY

4

118

Contribute to Sustainable Fashion to be a Brand of Tomorrow

3 P’s, 3 pillars for fashion that is more respectfulof people and of the environment.

Product “What does it mean to be eco-friendly?“

Planet “Together is better”

People “An entire community”

WE PICTURE OURSELVES IN THE FUTUREOUR 3 P’S OF

SUSTAINABILITY

A future where fashion is truly more

responsible and Maje is one

of the actors for change.

#DreamTomorrow

119

Contribute to Sustainable Fashion – Our Product Roadmap

Implement a demand planning policy Produce less, reduce waste & product life circle

Audit 100% of our strategic partners by 202530% of partners CSR-certified by 2025

Grow our eco-responsible collection50% by 2025 (Including Denim 100%, Leather 100%, Cotton

70%, Wool 70%, Viscose 70% & polyester 40%)

Move towards an eco-design concept Use natural, local & recycled resources

Reduce our defective product sorting to lower replenishment60% of the defectives could be reinjected (outlet)

Product

120

Contribute to Sustainable Fashion – Our Planet Roadmap

Moving to a greener & more profitable supply chain50% boat & train freight by 2025

Foster “made in EuroMed”

Introduce new responsible business models by 2021-22Vintage, Second hand, Rental

Optimize our in-store green initiatives Source recycled in-store consumable, choose LED

electrical model, waste sorting

Start with reusable box initiative On Maje.com

Planet

121

Contribute to Sustainable Fashion – Our People Roadmap

Propose trainings to raise awareness& commitmentsEco-responsible MyLearning modules & webinars

Promote our CSR partnerships Vestiaire Collective, Médecins sans frontières,

24Bottles, Stuart

Emphasize Headquarters CSR actionsWorkplace ergonomics & well-being conferences

Keep working with “adapted companies”

for services Supporting organizations

People

122

Conclusion

123

Maje Strategic Approach for the Next 5 Years

Be a Leader in Accessible Luxury

Be a Digitalizedand Innovative Brand

Be a World of Meaningful and Timely Products

Be a CommittedBrand

124

#DREAMTOMORROW

125

Claudie Pierlot: key dates

1984

—Creation of the brand

natural, fluid, feminine, her allure a little BCBG seduces

2014

—Launch of leather goods range

E-commerce internalization

2009

—Claudie Pierlot joins SMCP

2016

—First steps in Asia

2011

—First steps outside of France

2019

—Launch of CLAUDIECARES program

128

CLAUDIE PIERLOT TODAY

SALES: 129.5M€

POS: 250

COUNTRIES: 20

ACCESSORIES: 11% OF SALES

DIGITAL: 18% OF SALES

6 years of successfulorganic growth

International share increased from 24% in 2014 to >40% in 2019

5

9

7

5

98

113

125129

2014 2015 2016 2017 2018 2019

5% 7% 12% 16% 18% 18%

131 163 188 209 235 250

DIGITAL (% SALES)

POS

SALES (€M)

SINCE 2014

SALES: X2

INTERNATIONAL SALES: X4

DIGITAL SALES: X7

A DISTINCTIVE STYLE

Classic, “BCBG / bourgeois”

codes,elegance, timeless chic …

129

BUT

6 years of successfulorganic growth

Perceived as too static in term of style and communication

and is facing an aging clientele

After successful development in Europe, the brand must

accelerate its development outside Europe,

particularly in china

AND ADDRESS

THE NEEDS OF THE “NEW

WORLD”

130

The brand needs to enter a new phase

BACK TO

THE FOUNDER’S

DNA

131

Who wasClaudie Pierlot?

Claudie Pierlot freed herself from codes and

conventions to live her life as she wished. She

created her fashion business, bucking the

trends of her time. Everyone who knew her

describes her as an authentic FREE SPIRIT

Japan, India … She just loved traveling

at a time when long journeys were not common.

The treasures she discovered during her many

travels nourish her universe and her sense of

fashion. TRAVEL MEMORIES …

Energetic and cheerful, she was spontaneous

and facetious. She liked offbeat situations and

dared to take risks. There was a kind of

“FOLIE DOUCE” in her.

132

OUR AMBITION« Freedom as a state of mind »

Become one of the most beloved brands

for women in Europe and China

133

4 KEY PRIORITIES

Our plan

COMMITTED CLIENT CENTRIC

& PHYGITAL

INTERNATIONAL

FOCUS CHINA

AGILITY

INNOVATION

LEAN ORGANIZATION

NE

ED

S N

OW

TO

OP

EN

A N

EW

PH

AS

E

KEYS

REJUVENATE

134

2020

NEW BRAND PLATFORMNEW TEAM

2021

1. RECOVERY & LAY THE GROUNDWORK OF

REPOSITIONING

2022

2. FOCUS ON LIKE FOR LIKE AND DIGITAL ACCELERATION

2023–2025

3. BACK TO EXPANSION FOCUS ON KEY CITIES IN EUROPE AND CHINA

3-phase plan, strong focus on desirability and like for like

135

1.1

Rejuvenatethe brand

A new brand platform

Desirable collections

Marketing strategy

BrandDesirability

136

« I WAS TRAINED

ON THE JOB IN ‘68.

INSOUCIANCE

AND HAPPINESS

HAVE ALWAYS

GUIDED ME. » CLAUDIE PIERLOT

137

Open Minded

Spontaneous

Audacious

Free spirit

Travel

memories

Curious

Colorful

Art and Craft

Folie

douce

Natural

Offbeat

Mischevious

New brand platform DNA

138

TIMELESS PIECES

WITH A FASHION TWIST,

TRAVEL-INSPIRED

Boyish Effortless Timeless

Quality Simplicity Strong Details Twist

The style

139

Visual territory: on the move,

spontaneous, offbeat

140

WHY

FREEDOM AS A STATE OF MIND

TIMELESS PIECES WITH A FASHION TWIST,

TRAVEL-INSPIRED

FREEDOM, AUDACITY, ESCAPE, SHARING,

OFFBEAT, SOCIAL NETWORKS

WHAT

HOW

141

1.2

Rejuvenatethe brand

A new brand platform

Desirable collections

Marketing strategy

BrandDesirability

142

A revitalised style

143

Review collections structure: desirability & profitability

STRENGTHEN LEGIBILITY AND LIKE FOR LIKE

o Drastic selection: from 350 to 250 SKU per season in ready to wear

o Refined visual merchandising in store

o Pushing more novelty products, capsule collections, and collaborations in line with DNA

o Focusing on key looks instead of color thematic

o Enlarge sizes offer to attract more customers

IMPROVE EFFICIENCY AND PROFITABILITY

o Increase updated products contribution: from 25% to 40% by 2025

o Expand selection of colors and materials for best sellers

o Limit novelty quantities to trigger rarity & increase full price sales

ACCESSORIZE

AS A TRUE YOUNG CLIENT CATCHER

o Capitalize on iconic (Angela & Anouck) with regular new versions

o Increase the range with new seasonal accessories linked to the RTW collections

144

ADJUST PRICING STRATEGY TO RECRUIT NEW

CUSTOMERS

o Develop entry prices (in strategic categories) to recruit new customers

o Strengthen high end offer: prestigious and natural materials to reinforce legitimacy

o No discount on entry prices and iconic

SHIFT OUTLET MODEL TO INCREASE PROFITABILITY

o Increase refabrication (existing products with new materials/new prints) for outlet and offprice business.

Target:

o 50% of refabrication (SKU) in outlet by 2025.

Faux fur jacket

255€

Long coat

465€Sheep skin jacket

1295€

Polyester dress

185€

Pleated dress

265€

Silk dress

325€

Review collections structure: desirability & profitability

145

1.3

BrandDesirability

Rejuvenatethe brand

A new brand platform

Desirable collections

Marketing strategy

146

Our targeted customers

MAIN TARGET

WORKING GIRL

40+

URBAN GIRLS

25-45

GENRATION Z

15-25

CHINESE MARKET

18-35

CURRENT CLIENT

147

Social marketing as a key driver to attractcustomers of tomorrow

4 KEYS DRIVERS

INFLUENCERS

AND

OPINION LEADERS

OBJECTIVESCOOLNESS

DSIRABILITY

BUSINESS

SOCIAL

AND

LOCAL MARKETING

CRM

AND

COMMUNITY MANAGEMENT

SOCIAL MEDIA CONTENT

AND

BRAND INVESTMENT

PRESTIGE

STATUS

POSITIONNING

PROXIMITY

WARMTH

COMPLICITY

CUSTOMIZED

CONTENT

PERMANENT DIALOGUE

148

Brand content: digital first

DIGITAL & QUALITY

CONTENT

— OBJECTIVES —

QUALITATIVE CONTENT

NEW POSITIONING

BRAND IMPROVEMENT

CONTENT

AWARNESS

DIGITAL FIRST

FOCUS ON BRANDING With regular editorial shoots and on-

brand committments to better flesh out

the brand and to seduce genZ

360° PLAN

DEPLOYMENT Newsletters, Instagram, Shop windows,

Trade marketing, New visual identity

149

20%

45%

35%

INVESTMENTS IN QUALITY DIGITAL CONTENT

From FW20 to improve

the brand image and share the new positioning on :

Strong marketing investments

FOCUS ON BRANDING

With regular editorial shoots and on-brand

committments to better flesh out the brand

STRONG FOCUS ON CHINA

20% of the marketing investment directed

towads Chinese market to develop brand

awareness

25%

40%

35%

Contentcreation/photoshooting

Online

Offline

2020 2025150

2. Commitments

Becomea committed brand

151

1.

PRODUCT AND PLANET

WOMEN

INCLUSION and DIVERSITY

ECO RESPONSIBLE PRODUCT

REDUCE OUR ENVIRONMENTAL IMPACT

FREEDOM AS A STATE OF MIND

2.

FREEDOM AS A STATE OF MIND

CLAUDIECARES

152

CLAUDIECARES

MORE RESPONSIBLE PRODUCTS

o 80% of RTW references will be eco-friendly by 2025

REDUCE OUR ENVIRONMENTAL IMPACT

o New stores and renovations are eco-designed,

o Offer new eco-friendly services

o Rental service by SS21

o Second-hand service by 2023

o Reusable packaging option for online orders

o Stabilize our weight of “close sourcing”. 2/3 produced in EuroMed

o Maintain very low reliance on plane transport- below 10%

SUBTLY BUT CLEARLY ENGAGE THE BRAND ON SOCIAL TOPICS AND SOCIAL CHANGE TO ENGAGE THE GEN Z

o Gender equality

o Inclusion & diversity

CLAUDIECARESMain committments

No use of alpaca, exotic leather or feathers anymore

Leather RTW references 100% certified

Down references 100% certified

Ban “nude” as a color for “pale beige”

+ By FW21

100% of 100% cotton Tshirts and sweatshirts will be organic

100% of our jeans will be responsible

153

3. ClientPhyGital

Be a competitiveClient centric& phygital brand

154

Best of DNVB + strengthof physical network

MAKE EACH STORE MANAGER A BRAND AMBASSADOR

o Continue training program for Sales force to diffuse the new brand storytelling

o Refresh selling ritual

o RFID technology rollout to create more time for customers

PERMANENT DIALOGUE WITH CUSTOMERS

o Costumer service / Community management / CRM: warm and customized dialogue & experience

o Manage and improve our clienteling tools for a better client knowledge

o Customer survey to measure progress and efficiency and to get regular feedback on the brand and products perception

NEW SERVICES TO COVER NEW NEEDS

o New delivery solutions

o Payment in 3 installments

o Rental (2021)

o Second hand (2023)

CLAUDIE PIERLOT e-learning platform

CLAUDIE PIERLOT BOOK DE COLLECTION AH20

155

Digital first

E-SHOP = BEST SHOP WINDOW FOR THE BRAND

o Investment in aesthetic of the website : Change in artistic direction: styling, casting, inclusivity and diversity

o Implement the brand story telling

o Investment in technical aspects : Redesign of homepage, PLP & PDP: full screen navigation, mobile first conception to offer seamless experience

o Major investments in traffic and retargeting to capture more sales

SEAMLESS CROSS CHANNEL EXPERIENCE

o Launch shipping from stores in 2021: no more missed orders and stock optimization

o New services: buy online & in-store refunds, 2 hours delivery, …

o Monitoring of all our services (e-reservation, click&collect, store to web and ship from store) to ensure a perfect execution

o Develop social shopping

o Develop online store locator

156

Stores : focus developmenton strategic stores

FEWER openings but MORE experiential and emotional stores in key cities in Europe & China:

o Money makers & billboards for the brand to boost brand awareness, desirability and omnichanelsales

o Strengthen our presence in key locations : London Regent Street, Lisbon Colombo, Berlin KudamM of expenriential stores

o Capex focused on key countries in Europe and China

o Develop a new concept store linked to the new brand platform (2021)

o Refurbishments / Relocations of key stores to stimulate the LFL and brand awareness

Closures of small non-strategic

stores & corners

Enrich store experience

o Digitalisation of POS : best in class services (click & collect, store to web, ship from store …)

o Renewed visual merchandising thanks to the reduction of references and implement Yoobic to ensure high standards of execution (2021)

o Investment on scenographies linked to the brand platform in most visible shop windows in key cities on key moments

Partners

o Focus on Key partners : Korea, Australia and Russia

o New markets : Greece, Turkey

157

4. FocusChina

InternationalFocus on China

158

China: focus on digital and Tier 1 cities

Become a true phygital brand in ChinaDigital branding on social medias, Little Red Book, live streaming …

Strengthen E-commerce platform

Key selective flagships in the 1st Tier China cities only

Stronger investment focalized onstorytelling: brand history and values with strongersupport in marketing for diffusion, KOL, local content

Goal: 10% of sales in China by 2025

Repositioning & consolidation phygital strengthening

2020 – 2021 Physical network consolidation

Launch of CLAUDIE PIERLOT on Little Red Book

2021 Launch CP ROA E-shop in HK to serve the entire RoA

“3D Virtual” CP store and opening of Shanghai Grand Gateway with the new concept

2022 Enter Taiwan market with several quality “experimental/show rooms” POS - launch

Tmall’s luxury outlet channel

2023 – 2025 Restart CP expansion across China and Rest of Asia focusing on premium

locations for “concept” stores

>20%

OF MARKETING

INVESTMENTS

SHANGHAI GRAND GATEWAY

OPENING IN 2021

159

CLAUDIE PIERLOTIN 5 YEARS

160

RECOGNIZED

AS A COMMITTED

BRAND

CLIENT CENTRIC

AND

PHYGITAL

STRONG IN CHINAA HIGHLY DESIRABLE

AND COOL BRAND

Digital Sales X2

International sales

> 45%

China sales >10%

80% of our RTW

references are ecofriendly

Brand with values

LFL growth

A more desirable, digital and profitable brand

161

Elina KousournaDe Fursac CEO

FRENCH LEADER IN MENSWEAR

UNIQUE OFFER IN ACCESSIBLE LUXURYWITH EXCELLENT QUALITY/STYLE/PRICE RATIO

DISTINCTIVE IMAGE BUILT ON FRENCH ELEGANCE

UNRIVALLED OFFER OF TAILORING& RAPID GROWING URBAN CASUAL SEGMENT

SELECTIVE DISTRIBUTION WITH A NETWORK OF c.60 DOS

163

II.

STRENGTHEN OUR PRODUCT OFFERING

I.

INVIGORATE THE BRAND IMAGE

IV.

REINFORCE OPERATIONS

III.

EXPAND NETWORK & E-COMMERCE

4 KEY PRIORITIES FOR DE FURSAC

164

165

I. INVIGORATE THE BRAND IMAGE

STANDING OUT FOR WHAT WE ARE IS A VERY FRENCH ATTITUDE AND THUS AN ART THAT DE FURSAC STRIVES TO DEFEND. THIS IS THE BRAND’S PROMISE.

THE VISION

CLOTHING AS A MEANS OF EXPRESSION

THE MISSION

OFFER A REASONED FRENCH WARDROBE

THE VALUES

KINDNESS . EXCELLENCE . INCLUSION

WHAT OUR CLOTHES OFFER

THE PANACHE OF FRENCH SPIRIT

WHO WE DRESS

MEN WHO STAND OUT FOR WHO THEY ARE

THE CODES

TAILORING . PATTERNS . NOBLE MATERIALS

CLARIFIED AND REINFORCED BRAND PLATFORM

166

— Typical Grands Boulevards layout

— Simplified forms and minimalist architecturalelements combined with strong established codes

— Engages complete product offering

— Interfaces with store exterior

— Modernizes the customer experience

NEW STORE CONCEPT

167

More material for digital use

— Fewer campaign/catalogue images and more images for Social Media

— Short videos for brand animation

Engaging content in addition to the brand campaign & higher interaction frequency

— Content co-creation with brand ambassadors

— De Fursac et vous

— De Fursac Music

— De Fursac Conseil

— Contests

RICH & ENGAGING DIGITAL COMMUNICATION

168

FW20 VISUALS

169

FW20 VIDEOS

170

DE FURSAC: L’EXIGENCE BIENVEILLANTE

— Eco-friendly solutions for our most important materials

• Wool• Viscose• Cotton

— Audit key suppliers

— Reduce stores’ environmental footprint

— Work on developing more sustainable consumables

• Cloth garment covers• Recyclable bags

— Reduce our carbon footprint

— Plant trees in France

— Focus on talentdevelopment

• Induction• Training• Internal promotions

— Ensure inclusion, one ofour core values

— Perform societal actions

PRODUCT PLANET PEOPLE

171

II. STRENGTHEN OUR PRODUCT OFFERING

172

FROM TO

SKU #

c.100

% offering

c.30%

% Sales

c.20-25%

SKU #

c.170

% offering

c.50%

% Sales

c.40%

ENRICH OUR URBAN CASUAL OFFERING

173

— Fewer ties

— More scarves, hats, gloves

TEXTILE ACCESSORES SHOES LEATHER GOODS

— Enrich offer witha comprehensive offering

— Boots

— Sneakers

— Small leather goods

— Bags

LAUNCH NEW PRODUCT CATEGORIES

174

175

III. EXPAND NETWORK& DEVELOPE-COMMERCE

— Team development

— POS digitalization and performance monitoring

STRONG B&M EXPANSION PLAN

TARGETING 30% OF NET SALES OUTSIDE FRANCE IN 2025

C.10 OPENINGS PER ANNUM

— Entering key European countries as well as China in the mid-term

— Partnerships with key department stores and FSS openings

RETAIL EXCELLENCE

176

EXPANSIONDIGITAL

EXCELLENCEOMNI-CHANNEL

SERVICES

— Adapt e-commerce website to support retail expansion in countries outside France

• Commercial calendar• Currency

— Reach new clientsthrough e-partnerships

— Redesignour e-commerce site

• Ergonomy of mobile version• Visibility of product details• Improved checkout

experience

— E-reservation, click & collect— Ship from store— Store to web

DEVELOP E-COMMERCE

TARGETING 15% OF DIGITAL PENETRATION IN 2025

177

IV. REINFORCE OPERATIONS

178

REINFORCE OPERATIONS BACKBONE

SUPPORT RETAIL EXCELLENCE & OFFER

PHYGITAL EXPERIENCE

Ensure stability and business continuity—

Centralize stock—

Increase efficiency and responsiveness

Better leverage client data—

Digitalize points of sale—

Implement omni-channel services

REINFORCE OPERATIONS AND ORGANISATION TO SUPPORT GROWTH

ACQUIRE NEW SKILLS ACCOMPANY GROWTH

Design—

Marketing & Digital—

Production

Retail—

Visual Merchandising

179

DE FURSAC IN 2025

URBAN CASUAL OFFERING50%

OF SALES OUTSIDE FRANCE30%

OF SALES IN DIGITAL15%

180

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