The Ferragamo Case: From Tradition to Contemporary Rebranding

Ferragamo is one of the historic brands of Italian luxury, a symbol of craftsmanship, elegance, and iconic footwear. Unlike many competitors, which have become part of giants like LVMH, Kering, or Capri Holdings, Ferragamo has remained a family-owned brand, deeply rooted in Italy.

This element represents a double-edged sword: on the one hand, it strengthens authenticity and the connection to heritage, but on the other, it can slow the capacity for innovation in a market dominated by groups with enormous capital and structures.

In recent decades, Ferragamo has faced the challenge of modernization. While maintaining prestige and tradition, it risked appearing too tied to the past and irrelevant to the new generations. The turning point came with the rebranding led by Marco Gobbetti (CEO) and the young creative director Maximilian Davis.

Here’s how it happened.

1. From Heritage to the Risk of Stagnation

Founded in 1927 by Salvatore Ferragamo, the house established itself as the “shoemaker to the Hollywood stars.” Its innovative shoes, worn by Marilyn Monroe, Audrey Hepburn, and Greta Garbo, became icons of elegance.

Over the years, the brand built a solid identity: Tuscan craftsmanship, uncompromising quality, and a simple and refined style. But starting in the 2000s, this same strength risked becoming a limitation.

The Problem: Too Traditional Luxury

• Collections perceived as elegant, but lacking innovation.

• Loyal clientele, but with an advanced average age.

• Little appeal among Millennials and Gen Z, attracted by bolder brands like Gucci, Prada, or Balenciaga.

The brand wasn’t collapsing, but was experiencing a silent crisis of cultural significance.

2. The Turning Point: The Rebranding by Maximilian Davis

In 2022, Marco Gobbetti (formerly of Céline and Burberry) named Maximilian Davis as his new creative director. Young and multicultural, Davis represented a break with the past.

Strategic moves

• New aesthetic: clean lines, modern silhouettes, minimal palettes (Ferragamo red, black, sand).

• Logo restyling: A more contemporary visual identity, a tangible sign of change.

• Inclusiveness: campaigns featuring young and diverse faces, in line with global awareness.

• Focus on digital: strengthening social communication and online collaboration.

The goal was clear: to bring Ferragamo back to the center of the cultural conversation, without distorting its heritage.

3. Reputational Crises and Challenges

Ferragamo has never experienced any sensational scandals, but its real crisis was the loss of relevance compared to its competitors.
The brand was not perceived as “wrong” or in decline, but as “uninteresting.”

Main challenges

• Weak media appeal compared to more provocative brands.

• Difficulty penetrating digital conversations.

• Slower growth in emerging markets, compared to more competitive competitors aggressive.

The challenge was therefore to rebuild a strong positioning for new generations, without alienating the historic customer base.

4. A Brand That Remains Italian

One ​​of Ferragamo’s distinctive features is the absence of acquisition by a large international group.

• The Ferragamo family still maintains control through Ferragamo Finanziaria S.p.A., which owns the majority of the shares.

• Even after the stock exchange listing (2011), governance remains firmly Italian.

• The The family has repeatedly reiterated its intention not to sell the brand to foreign giants, unlike many other historic Made in Italy brands.

This independence is a narrative advantage (“authentic luxury, Made in Italy”), but it also entails investment limitations compared to global giants.

5. The Return to the Spotlight

Thanks to the new creative and managerial direction, Ferragamo has begun to re-emerge:

• The new collections have received critical acclaim, with a contemporary aesthetic that is respectful of the brand’s heritage.

• The color Ferragamo red has been relaunched as a signature color, strengthening its recognizability.

• The brand has attracted attention from a younger, more international audience.

• The trade press describes Ferragamo as a brand “in rebirth,” ready to regain competitive ground.

6. The Marketing Lesson Behind the Ferragamo Case

Key lessons emerge from Ferragamo’s journey:

1. Heritage is not enough → the past is valuable only when reinterpreted.

2. A creative director can change perception → Davis’s choice was an act of strategic courage.

3. Logo and visual identity matter → the visual rebranding made the change tangible.

4. Independence as a positioning → being one of the few remaining family-controlled brands can become a marketing lever, if communicated well.

5. Inclusiveness and digital are not optional → they are now strategic pillars for any luxury brand.

Conclusion: Ferragamo as a Case of Italian Reinvention

The Ferragamo case demonstrates that even the most historic brands can risk slipping into irrelevance if they don’t reinvent themselves. But it also demonstrates that remaining independent can be a narrative strength, when combined with a clear vision and a contemporary aesthetic.

Today, Ferragamo is in the midst of a relaunch: not only a symbol of Tuscan craftsmanship, but also an example of Italian resilience capable of looking to the future without ceding control to foreign groups.

The question is: how many other Italian brands will have the courage (and strength) to remain independent while reinventing themselves, like Ferragamo?