Letter #100: Bernard Arnault (2016)
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Indeed, that is the genius of the LVMH model that Arnault has created. It’s quite possible that being the C.E.O. of LVMH would be a less fun and desirable job than being the C.E.O. of Tiffany’s, or Tag Heuer or Dior, or one of the incredible French wineries that LVMH owns.
Iger’s Buyers & the Arnault Dynasty
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Bernard himself continuously expresses that ‘creating desire’ is the most important part of what they are doing at LVMH
Punch Card Investor • LVMH and the Luxury Strategy
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In a very recent advertisement, Hennessy, the world’s luxury cognac, highlighted a quotation from Richard Hennessy himself (1724–1800): ‘We must let time penetrate what the present cannot.’ Luxury embodies time: this is an essential source of its value. Luxury takes its time; it has time.
Jean-Noël Kapferer • The Luxury Strategy: Break the Rules of Marketing to Build Luxury Brands
Each year, new products account for approximately 15 % of LVMH sales, and some of them enjoy operating margins of up to 47 % . (For a list of the company’s brands, see the exhibit “The House of Arnault.”) What makes these statistics all the more remarkable is that many of these products at first appear utterly outlandish—a kidney-shaped handbag cov... See more
Suzy Wetlaufer • The Perfect Paradox of Star Brands: An Interview with Bernard Arnault of LVMH
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