MARANELLO, Italy — Ferrari is “the symbol of a relentless will to progress,” said the company’s executive chairman John Elkann on Thursday.
Ferrari is also unique, said chief executive officer Benedetto Vigna during the company’s Capital Markets Day, as the brand unveiled its e-building, the chassis of its first electric car and revealed it has revised its 2025 sales guidance upward to achieve sales that would top 7.1 billion euros, up from more than 7 billion euros in the previous forecast.
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“Racing, sports cars and lifestyle, it’s the interplay that defines our essence. We are unique because we are inclusive and exclusive, we nurture the dream of the Tifosi [fans] but we fulfill the dreams of a few, and as a company we have these three dimensions that make us unique.”
Three years after its last Capital Markets Day, chief brand officer Carla Liuni explained how the brand’s lifestyle offer helps fulfill the desire of “Ferrariness,” elaborating on the choices made so far, the evolution of product and customer experience and future ambitions.
“Ferrari is a brand that is about culture,” she said at the company’s sprawling headquarters in Maranello, and “we all see the current incredible cross-pollination between fashion and sports,” as photos of Beyoncé, Blackpink’s Lisa, Sylvester Stallone and Mick Jagger posing by Ferrari Supercars and Grand Tourers appeared behind her on the stage.
Liuni said the starting point in developing Ferrari’s lifestyle segment “has always been the brand — iconic, powerful and unique in its duality.” That lies in the fact that it is both inclusive, “inspiring the dream of many, the fans all over the world,” thanks to Ferrari’s racing legacy, but also exclusive, approachable by few.
Ferrari’s fashion collections have been designed by former Giorgio Armani and Pal Zileri designer Rocco Iannone since November 2019, with the first fashion show held in June 2021. Liuni said Ferrari was encouraged by the results. “Our offer resonates well with our Ferraristi, representing 15 percent of total clients equal to over 50 percent of sales with a repeat purchase and average ticket compared with non- Ferraristi, with a ratio of three to one.”
The women’s segment has grown, now representing 35 percent of clientele, and is younger, aged between 30 and 40, “spending more, buying full looks compared with single pieces.”
Liuni trumpeted “an incredibly captive audience unified by a common passion,” a community of Ferraristi and Tifosi meeting at the Grand Prixs, Cavalcades, Pebble Beach, or Le Mans to name a few, reinforcing “a sense of belonging.”
She said the development of the lifestyle segment, through a “deliberate focus on brand enrichment, experience enrichment and community growth, is not opportunistic but a long-term choice. We want to grow at the right pace and while at this stage it’s not material for the overall business, we have the ambition to deliver an operating profit in line with the rest of the company in six years.”
Elevation, no matter which categories or what the price point, is one of the key priorities.
Liuni spoke of “an incredibly captive audience,” the 180,000 Ferraristi owners of a Ferrari and the 400 million fans.
Given such a diverse and broad audience, Ferrari introduced a tiered approach targeted to their needs, with the one-of-a-kind and made-to-order Atelier pieces, such as the Maranello clutch inspired by the lines of the Daytona SP3, made in the factory, employing the same technologies and artisanal processes used on the cars, as well as the more inclusive Scudetto range.
“Every fan wants to go back home with memories,” said Liuni, hence the limited-edition products in terms of special colors, graphics, materials and fits created for the Miami, Montecarlo or Monza races, for example.
The style collection includes sweaters, small and large leather goods introduced a couple of years ago, and Cavallino sunglasses. “Interestingly, here we see great progress toward brand elevation — in 2023 our top three selling categories were caps, shirts, jumpers [sweaters], and between 2024 and 2025 we saw bags as our number-one category followed by outerwear — with our signature bomber — and jumpers with a much higher average ticket.”
As part of this elevation, Ferrari has slashed licensing and “given dignity to collectibles, real pieces of history,” Liuni said, and expanded an in-house team, “pushing creativity. Without people, these would just be words on paper. All this has translated into significant progresses and consistency of results.”
At the end of January, Ferrari will open a flagship on Bond Street in London, followed by another in New York’s SoHo. “We waited quite some time before opening in such important cities — because for us this is not a numbers game so we will expand very selectively,” said Liuni.
At the same time, the aim is to strengthen strategic partnerships for complementary categories such as watches, eyewear and games.
Offering immersive experiences is also part of this strategy. The Ferrari museums in Maranello and Modena and the theme parks in Abu Dhabi and Barcelona attract millions of visitors, she said, adding that “2024 has been a record year for our museum and 2025 is on track to do even better — we are among the top 10 most visited museums in Italy competing with the Colosseum and the Uffizi.”
Il Cavallino restaurant near the Ferrari plant reopened a few years ago is also an attraction, with the “supercar menu highly appreciated.”
Elkann also unveiled a pioneering educational hub in Maranello providing technical knowledge and called M-tech Alfredo Ferrari to be completed in 2029, the centenary anniversary of the Scuderia.
Ferrari is also marking 10 years since its initial public offering and Elkann said the company has launched 41 new sports cars in the decade, invested 6.5 billion euros in capital expenditures, doubled its workforce to around 6,000 people and filed 883 patents, 144 of them in 2025 alone.
The company expects sales of 9 billion euros in 2030 and earnings before interest, taxes and depreciation of at least 3.6 billion euros.
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