For Ecco, “product is king”, while pricing — although important — is not the be-all and end-all. The Danish group also relies on its integrated supply chain, which includes its own tanneries in the Netherlands, Indonesia, Thailand, and China. Ecco is experiencing strong growth in Southern Europe, as explained by Silvia Capozza (pictured), the region’s General Manager. In 2024, the group recorded €1.48 billion in revenue and employs nearly 22,000 people.
Interview with Capozza
How is the brand performing in Southern Europe?
Very well. We aim to close 2025 with at least 10% growth, continuing the trend of recent years. We have several mono-brand stores and are stocked by 700 retailers. The region generates 13% of the brand’s total turnover.
What explains this growth?
We’ve been focusing heavily on the product, which we see as essential. A product more suited to these markets, with greater style content, along with quality, performance (thanks in part to technological innovations), and comfort. We’ve also prioritised the quality of our distribution and communication.
You didn’t mention price — isn’t that the first thing customers look at?
No, I don’t believe so. We see ourselves as a premium brand, and in this segment, it doesn’t work that way. I don’t think price is a lever we use to attract new customers. On the contrary, I’d say today’s consumer isn’t just looking for branding or image — they prefer to invest in a product that delivers on the qualities I mentioned earlier.
Have you raised your prices?
No — in fact, we’ve adjusted some prices downwards to protect the customer. This also helps build customer loyalty, which remains very high for us. We want to stay true to our positioning and keep improving.
And what about sustainability?
We take that as a given — it’s part of our DNA. We are sustainable, and will continue to be so. For instance, in our leather production, we use steam instead of water thanks to our DriTan technology.
You sponsored X Factor — are you targeting a younger audience?
Our typical customer isn’t young — they’re informed. People think X Factor is for a younger audience, but if you look at the figures, its viewership spans many age groups. Our customer base is evenly split between men and women, and we also cater for children — a segment in which we want to grow.
How do you think the US tariffs might affect you?
I’m hopeful for a positive outcome — that American customers will come to Europe to purchase at more advantageous prices than in the US. Southern Europe is very tourist-driven, so it’s key for us to capture those tourists and turn them into loyal customers.
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