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LVMH - The Luxury Goods Conglomerate
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PDFSD
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yes part of it is the story
Nimsay
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LVMH is showing signs of groaning.
Dior's success has been revealed to be a Wizard of Oz illusion. Their profits were up because they used slave labor. This makes Delrina look bad since she was supposedly being groomed for CEO.
Now LVMH is stealing from Hermes?
Its clear that the kids are the usual rich kids and have no guardrails for behavior leading to crashing the company. They don't have their father's ability to move without making the industry hate you.
The documentary on Al Jazeera makes more sense now... Some Trillionaire princess was personally offended by LVMH on Hermes behalf and had that published.
Dior's success has been revealed to be a Wizard of Oz illusion. Their profits were up because they used slave labor. This makes Delrina look bad since she was supposedly being groomed for CEO.
Now LVMH is stealing from Hermes?
Its clear that the kids are the usual rich kids and have no guardrails for behavior leading to crashing the company. They don't have their father's ability to move without making the industry hate you.
The documentary on Al Jazeera makes more sense now... Some Trillionaire princess was personally offended by LVMH on Hermes behalf and had that published.
Olaffo
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Bernard Arnault charges on with grand reorganization
The revamp of LVMH’s top creative and executive management is far from over and will last well into next year. LVMH, Chanel, Kering, Richemont as well.
misstweed.com
If she is correct then we will definitely witness more musical chairs in 2025...
Can someone post the article for those of us who don't want to pay 35eur for a subscription?Bernard Arnault charges on with grand reorganization
The revamp of LVMH’s top creative and executive management is far from over and will last well into next year. LVMH, Chanel, Kering, Richemont as well.
If she is correct then we will definitely witness more musical chairs in 2025...
PDFSD
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that they then charge you double in one month and more people had same issues ..you have to then ask your money back lol
rivegaucheface
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https://archive.ph/ is a great resource for avoiding paywalls
Lauren Sherman did a "reader mail" issue of her Puck newsletter today, and someone asked why there is still no American version of LVMH:
Why is an American LVMH so difficult to achieve, besides the heritage of the brands and the fact that Arnault saw this all before everyone else did and his timing cannot be duplicated?
Lauren: I’m pretty sure I’ve answered this question before, but it’s a perennial one, so I’m happy to revisit it. The short answer is that the U.S. does not have the infrastructure to build pure luxury brands—the manufacturing capabilities, the talent pool, or the history. A proprietor could scoop up a bunch of well-known, all-but-dead American brands—say Geoffrey Beene, Bill Blass, and Willi Smith—but even if they attached cool designers and great marketers to each, there is no way to easily scale that without leather goods capabilities, and even then it’s increasingly difficult because of all the competition. When Bernard Arnault hired Marc Jacobs to design Louis Vuitton in the late ’90s, LV was already a pretty big brand. Who knows if it would work now.
Look at The Row, which got backing from the Wertheimers and others this past year. The Row could only grow to a certain point in the U.S. before it had to move a meaningful amount of its operations to Paris. As I’ve always said, brands and operators should not focus on replicating something that already exists—in fashion, and most other businesses, that strategy almost never works. Also, LVMH has changed, too. Arnault’s mission is no longer about resurrecting dead brands, but rather restructuring existing ones.
Why is an American LVMH so difficult to achieve, besides the heritage of the brands and the fact that Arnault saw this all before everyone else did and his timing cannot be duplicated?
Lauren: I’m pretty sure I’ve answered this question before, but it’s a perennial one, so I’m happy to revisit it. The short answer is that the U.S. does not have the infrastructure to build pure luxury brands—the manufacturing capabilities, the talent pool, or the history. A proprietor could scoop up a bunch of well-known, all-but-dead American brands—say Geoffrey Beene, Bill Blass, and Willi Smith—but even if they attached cool designers and great marketers to each, there is no way to easily scale that without leather goods capabilities, and even then it’s increasingly difficult because of all the competition. When Bernard Arnault hired Marc Jacobs to design Louis Vuitton in the late ’90s, LV was already a pretty big brand. Who knows if it would work now.
Look at The Row, which got backing from the Wertheimers and others this past year. The Row could only grow to a certain point in the U.S. before it had to move a meaningful amount of its operations to Paris. As I’ve always said, brands and operators should not focus on replicating something that already exists—in fashion, and most other businesses, that strategy almost never works. Also, LVMH has changed, too. Arnault’s mission is no longer about resurrecting dead brands, but rather restructuring existing ones.
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