When brand identity and global distribution increasingly intertwine, a new form of assertiveness emerges. With the appointment of Florian Wortmann as Chief Brand & Commercial Officer, bugatti has made this synergy a top priority. Wortmann, who has already repositioned the company as Chief Brand Officer, is now consistently driving forward the integration of product, marketing and sales. FashionUnited spoke to the strategist about cultural change, global ambitions and the immersive “brand universe” in Forte dei Marmi.
New structure: Everything under one hood
By expanding its area of responsibility, bugatti is sending a clear strategic signal for holistic corporate management. “Marketing, product design and sales used to be separate. Now the entire chain is in one hand,” explains Wortmann. For the company, this step is the logical consequence of their understanding of the market. “I come from the retail sector. I know: At the end of the day, end customers determine success – regardless of whether we are talking about artificial intelligence or other trends.” That’s why modern management has to accompany everything today: from the first design draft to the staging on the sales floor.
Heritage vs evolution
Wortmann sees bugatti not just as a brand, but as a “cultural asset” that is deeply rooted in society. However, anyone who expects a radical break with tradition is wrong. “I’m not changing the basis that much. I want to strengthen our strengths.” His recipe for success lies in absolute implementation fidelity. “The most difficult thing is to consistently follow through on a vision. Brand building is almost like religion: you first convince internally, then the retail sector and finally the consumers.”
The fact that these ambitions are bearing fruit is currently evident with partners such as the clothing retailer Peek & Cloppenburg. Where once there was often just a functional table with basics, the audience now finds a highly emotional brand world. Wortmann sums it up: “Italian lifestyle is combined with a traditionally good German price-performance ratio. The lightness of being, the ‘Sprezzatura’, is our core.”
Reality check: ‘We have to move’
Wortmann pays particular attention to demographic relevance – a topic that he addresses with remarkable openness. “Our previous customers are simply getting older. We have to consistently move towards 40-year-olds in order to remain viable for the future.”
Numbers prove the relevance: wherever bugatti uses new digital channels and marketplaces, the brand is growing in three digits. “In our own online shop, we often have seven new customers for every ten orders. Of course, you leave the very old target group behind, but without this courage you will no longer have the right to exist in ten years.”
Lifestyle par excellence
From an economic point of view, bugatti remains on a sensible course. As a family business, we prioritize profitable, sustainable growth over aggressive volume. A central driver here is womenswear: its share is expected to rise to 20 percent by 2030. “We bring men’s and women’s stylistically together. You can shop with us as a couple and not look dressed up, but aesthetically perfectly coordinated.”
The most emotional form of this strategy can be experienced in the “Brand Universe” in Forte dei Marmi, Italy. As part of Pitti Uomo, the label is transforming an exclusive beach club into an immersive brand ecosystem. “This is about real community building. We invite you to experience bugatti with all your senses, from the towel design to the curated sound,” explains Wortmann. While others rely on distant catwalks, the label creates closeness. “There is no need for testimonials. Our stars are the customers and partners who share this attitude to life with us. We create moments that stay with you.”
Finally, Wortmann looks at the industry. “The fashion industry is often said to be worse than it is,” he says. For him, the key lies less in external conditions than in his own attitude. “My grandpa always said: As long as no one walks around naked, you have a job. We should put less energy into insecurity and show more courage.” The opportunities are there – the key is to take advantage of them. For bugatti, this means consistently continuing on the path we have chosen: with a clear strategy, close integration of all areas and trust in our own development. “The fashion pie is huge. Even if we increase our slice fivefold, there’s still enough for everyone – and we’re just getting started.”