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The encyclopedia · Strategy & Leadership · Strategic decision · 1927–2025

Ferragamo was the shoemaker to the stars — then it tried to be something else

Revenue fell from €1.4B to €1.136B. The upmarket rebrand failed. By 2024 the company posted a €68M net loss. The CEO resigned in 2025.

Salvatore Ferragamo S.p.A. · 2025-03-31

What happened

Salvatore Ferragamo founded his Florence workshop in 1927 and became the shoemaker to the stars, designing for everyone from Marilyn Monroe to the British royal family. The company survived the Great Depression — filing for bankruptcy in 1933 and recovering — and grew into a global luxury house spanning shoes, handbags, silk scarves, and fragrances. In 2011, the family took the company public on the Milan stock exchange while retaining 65% ownership.

Revenue peaked around €1.4 billion in the mid-2010s but began a slow decline. In 2021, revenue was €1.136 billion. That year the company hired Marco Gobbetti, the former Burberry CEO credited with turning around that British house. Gobbetti brought in Maximilian Davis as creative director, rebranded the company simply as 'Ferragamo', and pushed the brand upmarket with bolder designs, higher prices, and a younger-targeted marketing strategy.

The upmarket pivot failed to find an audience. In the first nine months of 2023, revenue fell 8.3% year-over-year, with a 20% decline in the United States — the brand's most important market. The strategy had abandoned Ferragamo's core customers — older, loyal, shoe-focused — without winning a new generation. In 2024, Ferragamo posted a net loss of €68 million, a sharp reversal from the €26 million profit of 2023. Gobbetti resigned in March 2025. Chairman Leonardo Ferragamo took interim charge.

Why it happened

  • The upmarket pivot abandoned Ferragamo's core customer — the woman who bought Ferragamo shoes for their elegance — chasing a younger, trend-driven audience that never materialised.
  • The rebrand erased brand equity — dropping 'Salvatore', replacing the Vara bow with minimalist designs, and raising prices made Ferragamo look ashamed of its heritage.
  • CEO Marco Gobbetti's formula at Burberry — luxury repositioning driven by a new creative director — did not transfer to Ferragamo, whose problem was not relevance but identity.
  • The product mix shift away from shoes, Ferragamo's historic strength, alienated the brand's most loyal buyers without generating enough handbag and ready-to-wear sales to compensate.
What it costRevenue €1.4B→€1.136B; €68M net loss; CEO resignedcostly

The lesson

A heritage brand that tries to be something else risks losing the customers who made it heritage. Ferragamo had 90 years of shoe expertise — but it abandoned its core to chase a younger audience.

Aftermath

Marco Gobbetti stepped down as CEO in March 2025 after Ferragamo posted a €68 million net loss. Chairman Leonardo Ferragamo, son of the founder, took over executive responsibilities on an interim basis. The company ended 2024 with a loss, having burned through two CEOs in four years and seen its market valuation decline sharply. The rebrand, meant to position Ferragamo for a new generation, instead left it in a worse position: too upmarket for its old customers and not interesting enough for new ones.

Sources

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