LVMH Certificate

LVMH Certificate
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The Values of LVMH

At LVMH, we are all driven by four key values to craft the future together:
1. Being creative and innovative

Creativity and innovation are part of LVMH’s DNA; throughout the years, they have been the
keys to our Maisons’ success and the basis of their solid reputations. These fundamental values
of creativity and innovation are pursued in tandem by our Group’s Maisons as they focus on
achieving the ideal balance between continually renewing their offer while resolutely looking to
the future, always respecting their unique heritage.
2. Delivering excellence
Within the Group, quality can never be compromised. Because the Maisons embody everything
that is most noble and accomplished in the world of fine craftsmanship, they pay extremely close
attention to detail and strive for perfection: from products to services, it is in this quest for
excellence that the Group differentiates itself.
3. Cultivating an entrepreneurial spirit

LVMH’s dynamic momentum is inspired by an entrepreneurial spirit at every level of the
organization. We have been entrusted with the heritage of the exceptional entrepreneurs and
creative talents who founded our Maisons, and we have kept a decentralized organization to
maintain the pragmatic agility that encourages efficiency and swift responsiveness. While LVMH
may be the world leader, we have retained the spirit of a startup where entrepreneurial
challenges are intimately tied to creativity and a never-ending quest for the highest quality.
4. Being committed to positive impact

Every action taken by the Group and its employees reflects our commitment to ethics, corporate
social responsibility and respect for the environment. They drive our Maisons’ performance and
ensure their longevity. Firmly convinced that truly desirable products can only come from
sustainable businesses, we are committed to ensuring that our products and the way they are
made have a positive impact on our entire ecosystem and the places we operate, and that our
Group is actively working to build a better future.
Discover the uniqueness and diversity

of our ecosystem …
6 business sectors and over 75 Maisons
True to tradition, each of our Maisons builds on a specialty legacy while focusing on the exquisite
calibre of its products: timelessness, heritage, strong brand codes, DNA, and unique savoir
faire.
What sets our Maisons apart is their ability to achieve the seemingly impossible balance
between the past, present and future. They continue to delight and amaze today with their
contemporary relevance.
In this chapter, you will deep dive into each of our 6 business sectors - Fashion & Leather
Goods, Wines & Spirits, Perfumes & Cosmetics, Watches & Jewelry, Selective Retailing,
and Other Activities, as well as into some of our Maisons.
Focus on Fashion & Leather Goods

Maisons that combine creativity with timelessness.
Preserving an identity and roots, whilst at the same time constantly reinventing themselves in
order to appeal to their contemporaries, has always been the “raison d’être” of the Maisons in
LVMH’s Fashion & Leather Goods sector. Over the years, this division has been enriched with
younger Maisons that also allow creative talents to express themselves. Working with the best
designers, while respecting the spirit of each brand, is one of our strategic priorities. Our
creative directors promote the Maisons’ identities, and are the artisans of their creative
excellence and their ability to reinvent themselves.
In order to guarantee a fitting environment for their exceptional products, Maisons in the Fashion
& Leather Goods sector strive to master their distribution: in this way, they offer their
clientele unique customer experiences.
Focus on Fendi: How the Maison is

perpetuating its success through
craftsmanship
Founded by Adele and Edoardo Fendi in Rome in 1925, over the years Fendi has emerged as a
Maison renowned for its craftsmanship and innovation deeply linked to its Roman roots.
Today, more than 90 years later, Fendi is synonymous with tradition, experimentation and daring
creativity.
In this article, the Maison’s CEO and Chairman Serge Brunschwig explains some aspects of the
company’s savoir-faire and his vision for its future.
What’s the key to good craftsmanship?

It’s know-how, it’s having great designers and artistic directors, and it’s storytelling.
What makes good storytelling?

Authenticity. People want real stories – beautiful stories that show that something is real and not
invented. The customer puts value on understanding these stories and their relative products.
How do you keep clients interested in your products?

Product innovation. We have people in our teams who are always looking for new ideas. They
are artists and craftsmen, and they are our two famous artistic directors - Kim Jones and Silvia
Fendi - who are focused on what’s next and how they’re going to surprise again.
Are Millennials & Gen Zers important to the brand?

Yes. Luxury exists today because it is relevant, so the challenge is staying relevant – and
“millennials and Gen Zs ” are important to this. But we will soon need to find another term to
speak to the next generation - to let them know that the craftsmanship that exists today is
anchored in history, but can still be modern.
What does modern craftsmanship involve?

Talking to a new generation of people and inventing a new generation of products to go with it.
Incorporating new savoir-faire… We always base ourselves on the same, authentic
craftsmanship, but the question is adapting it so that it interests the customer.
How important is education to Fendi’s future?

It’s immensely important. Our craftsmanship is something that could have disappeared, but
fortunately the jobs are still here in Italy. But it is a very fragile industry. It is our responsibility to
ensure that these jobs still exist in twenty years.
How can you do this?

We invest. For instance, we recently opened a new, amazing factory with state-of-the-art
equipment and internalised craftsmanship. It offers openings for a new generation of people. It
has been a very important step for us.
How would you describe your role?

I’m here to make sure that talented and passionate people can express their art, and invent and
design beautiful objects that people around the world will be interested in.
If you could summarise Fendi’s craftsmanship in one sentence, what would it be?
Opening the next chapter.
What things do all of Fendi’s creations have in common?

Quality and creativity.
Focus on Wines & Spirits

Exceptional brands that each cultivate their own
uniqueness.
Moët & Chandon, Krug, Veuve Clicquot, Hennessy and Château d’Yquem are just some of
the world-renowned wines and spirits brands that have become synonymous with the most
prestigious origins and terroirs.
Located in Champagne, Bordeaux, and across a collection of wine Estates around the world in
countries such as New Zealand, Australia, Argentina, Spain, India, and China, many of these
are centuries-old Maisons with a unique character, which share a strong culture of
excellence.
Overseen by the division Moët Hennessy, these exceptional champagnes, wines and spirits
from around the world come together as a collection of rare brands where heritage and
innovation, authenticity and creativity converge.
To support future growth and maintain the very high quality that has made the Maisons
successful, the Wines & Spirits business sector pursues a dynamic and responsible procurement
policy. All the vineyards owned within the division have had sustainable winegrowing
certification since 2017, and the Maisons forge partnerships with winegrowers by helping their
grape suppliers comply with these certifications.
The latest House in the Wines and Spirits division, Eminente, was launched in 2020. Eminente
embodies the rebirth of 19th century Cuban rum, elaborated by César Martí, the youngest
Maestro Ronero (Rum Master) of the island and aged 7 years minimum in white oak barrels.
Another very recent update to Moët Hennessy's world leading portfolio is the addition
of Joseph Phelps Vineyards in July 2022. This acquisition follows Moët Hennessy’s
development strategy, which aims to satisfy its consumers and distribution partners’ aspirations
with an increasingly diversified and comprehensive portfolio, adding Houses with strong values
of excellence, craftsmanship and heritage.
For the following months to come, the Wines & Spirits division has major strategic priorities:
 Pursue value-enhancing strategy

 Expand production capacities to ensure sustainable growth
 Develop direct sales to end-customers
 Further improve efficiency of distribution in key markets
 Accelerate efforts to protect the environment, in particular in supply chains and
packaging
Focus on Veuve Clicquot: The ride from grape to

glass
Founded in 1772 in Reims (France), for the past 250 years, Veuve Clicquot has been pushing
the boundaries of champagne inspired by Madame Clicquot’s audacity, inventive spirit and
societal commitment. In 1805, Madame Clicquot unexpectedly became a young widow. At just 27
years old, with skill and grace, she took the reins of the champagne House, which she led driven
by her vision, taste for excellence and inventive spirit.
Making Veuve Clicquot champagne has always been a creative act, requiring unique
expertise grounded in a love for Pinot Noir and the art of aging. From harvest to shipment,
Veuve Clicquot is inspired by the Maison’s longstanding motto, “only one quality, the finest.”
In this video, the Veuve Clicquot winemaking team, Lison (Wine Educator), Marie (Winemaker)
and Antoine (Vineyard Development Manager), gives the lowdown on making their famous
champagne, step by step. Every harvest is unique and every year the challenge remains the
same: to create consistency of style and quality, from picking the finest grapes in the vineyard,
to aging the bottled blend in chalk cellars.
Focus on Perfumes & Cosmetics

Brands that cultivate excellence.
The LVMH Maisons that are part of the Perfumes & Cosmetics sector benefit from exceptional
dynamism that relies on both the longevity and development of key lines, and on the boldness
of new creations.
These brands cultivate what makes them unique and this guarantees they stand out to their
devotees in a highly competitive global market. The success of the Perfumes & Cosmetics
division depends on finding the right balance between major historic Maisons such as
Parfums Christian Dior, Parfums Givenchy and Guerlain, and younger brands with strong
potential like Benefit Cosmetics, Fresh, Make Up For Ever…
Yet, these brands are driven by the same values: a quest for excellence, creativity,
innovation and perfect mastery of their image.
All brands are accelerating the implementation of their online sales platforms and stepping up
their digital content initiatives. Excellence in retailing is key, requiring expertise and
attentiveness from beauty consultants, as well as innovation at points of sale. Our brands are
actively incorporating digital tools to enhance the customer experience and attract new
consumers.
In August 2022, a new Maison joined the LVMH portfolio: STELLA by Stella McCartney.
Following a successful partnership with LVMH which began in 2019, Stella McCartney has
collaborated with the LVMH Beauty division to develop her new skincare line, STELLA by Stella
McCartney. After pioneering the conscious luxury fashion industry, Stella’s ambition is to
offer an alternative to luxury skincare, an Alter-Care™. A new approach that supports caring
for ourselves and Mother Earth in perfect harmony. Rooted in nature, with Stella’s vegan and
cruelty-free principles at its heart, this ‘conscious luxury’ skincare line is natural, effective, and
responsible.
Focus on Benefit Cosmetics
In 1976, twin sisters Jean & Jane Ford opened their first beauty shop in San Francisco. Thanks
to their playful vision of beauty, powered by laughter and fun, they pioneered a true cosmetic
revolution. Today, Benefit is known worldwide for its feel-good products and services.
Get an exclusive look into the inner workings of one of the world's most innovative and fun
beauty brands. Christie Fleischer, CEO of Benefit Cosmetics will discuss the company's
commitment to corporate social responsibility, and offer invaluable advice on teamwork, active
listening, and empathy.
Focus on Watches & Jewelry

Dynamic Houses with iconic collections.
Counted among the most dynamic brands on the market, the Maisons in the Watches & Jewelry
sector of LVMH operate in two segments: high-quality watchmaking on the one hand,
and jewelry and high jewelry on the other. A quest for excellence, creativity and innovation
guide the Maisons in this area every day.
The watchmaking side capitalises on the complementary positioning of its Maisons: TAG
Heuer’s international stature, Hublot’s strong dynamic of innovation and Zenith’s age-old savoir-
faire. In jewelry and high jewelry, the Maisons of Bvlgari, Tiffany & Co., Chaumet,
Fred and Repossi employ their bold creativity and perfectly mastered savoir-faire to constantly
surprise their customers and offer them the objects they desire.
The division is focusing on the quality and productivity of its retail networks and on developing
its online sales. Multi-brand retailers are selected very carefully in order to ensure its high
standards are met. In an equally selective approach, the Maisons also continue to refurbish and
open their own stores in buoyant markets in key cities.
Focus on TAG Heuer's Watchmaking excellence

Since 1860, watchmaking pioneer TAG Heuer has been blending technological innovations,
high-precision timekeeping and cutting-edge designs to create products whose performance
continues to shape the passing of time.
In 1860, at the age of just 20, Edouard Heuer founded his own brand and was to revolutionise
the watchmaking industry by breaking away from the established rules. Ever since that time,
TAG Heuer has been creating incredible watches and chronographs of extreme precision.
The world of TAG Heuer is intimately linked to motor racing and the division of time into infinitely
small units, but its aura extends well beyond this arena.
TAG Heuer has spearheaded innovations that have left their mark on history and still define the
foundations of the watchmaking industry today.
In this video, discover how each Swiss-made watch exudes the Maison’s know-how and high
precision standards.
Focus on Selective Retailing

Our customer-focused strategy.
The Selective Retailing Maisons in the LVMH Group share the same objective: to transform
shopping into a unique experience. Specialist product selection, upgrading of stores and
services, constant innovation, digitalisation and personalisation of relationships, these are the
key drivers for their daily activities.
Operating in Europe, the Americas, Asia and the Middle East, our Maisons are active in two
spheres:
- retail designed for international traveler customers (travel retail), with DFS and Miami
Cruiseline;
- and selective retailing concepts represented by Sephora, the most innovative name in the
world of beauty, and Le Bon Marché Rive Gauche, the department store with a unique
atmosphere located in Paris.
Focus on Le Bon Marché: The world’s first

department store
What a story! In 19th-century France, the advent of innovative technology and new ways of
thinking revolutionised every part of life, from architecture and medicine, to dining and retail.
Founded in Paris in 1852, Le Bon Marché was at the heart of this transformation, progressing—
under the masterful reins of owners Aristide and Marguerite Boucicaut—from a simple novelty
shop on Rue du Bac into the world’s first grand magasin (department store) - “a new kind of store
to thrill all the senses”. Along the way, not only would it generate commercial models copied the
world over, but also supply chain and sales norms still relevant in today’s hyper-digitalised
society.
Did you know Le Bon Marché was the first French retailer to offer fixed prices?
Until Le Bon Marché, the norm was to haggle. When Boucicaut came up with a fixed-price model,
word spread that the sellers at Le Bon Marché could be trusted. In addition, entry into the store
was free, with no obligation to try, and you could touch the products. A revolution!
Did you know Aristide Boucicaut was the first French entrepreneur to constantly diversify
the offer?
In 1882, the store had 35 departments; by 1887 it had 74. Merchandise came from all over
France: silk from Lyon, lace from Calais, wool from Roubaix, and drapes from Sedan - cities
whose emblems are still visible on the building’s façade today.
Did you know Le Bon Marché was the first to champion low profit margins?
Boucicaut convinced his partners to lower prices, preferring to sell more of an item for less and
regularly renew stock than sell goods at high prices for a lower turnover. It was daring for the era,
but it worked. And it broke the established model of sales.
Did you know Le Bon Marché was the first to introduce mail order?
In 1867, the Boucicauts invented the catalogue, allowing the company to penetrate people’s
homes and increase sales. The catalogue was such a hit that it influenced fashion all over
France and abroad, thrusting the image of the elegant Parisian into the public psyche.
Did you know Le Bon Marché was a forerunner of home delivery?

In the 19th century, culture slowly changed, and women were increasingly allowed to
shop unaccompanied. Through his home delivery service, Boucicaut further emancipated his
female clients by enabling them to move around without their bags, and thus their male, bag-
carrying chaperones.
Did you know Le Bon Marché initiated the self-service stand?

With its multiple floors and endless departments, the Bon Marché became a place to see and be
seen, with people often spending the entire day in the store. Boucicaut wanted their time there to
be as agreeable as possible, and so set up the self-service stand, where clients could succumb
to temptation at their own rhythm.
Did you know Le Bon Marché contributed to the modern changing room?
Until Le Bon Marché arrived, clothing was the affair of tailors who would make made-to-measure
clothes in people’s homes. Boucicaut realized that tailoring could be done under their roof,
providing changing rooms for women and waiting areas in which to entertain their husbands.
Did you know Boucicaut was a pioneer in understanding the importance of retail
architecture and design?
He knew that to entice clients, his ‘cathedral of modern shopping’ needed to be immediately
identifiable. In 1869 he ordered architect Alexandre Laplanche to create a monumental entrance
and rotundas topped by domes that could be seen from afar. In 1872, he asked Louis-Charles
Boileau and Gustave Eiffel to give the building the aesthetics you see today, notably the vast
glass roof, which allowed natural light to pour into the shop.
Did you know Le Bon Marché developed both the in-store event and the seasonal sale?
To keep their clientele interested, ‘surprise’ was the name of the game. And in 1880, to keep
them surprised, Marguerite created a calendar of events, listing the opening of the season’s
collections, perfume sales, promotions, art shows and even concerts.
Did you know Le Bon Marché created France’s first animated Christmas window?
Most shops do it now, but in 1909, when the store created a mechanised display (dedicated to
Robert Peary, the first person to reach the North Pole on April 6th 1909), they were well and truly
ahead of their time.
Focus on Other Activities

Houses which represent a certain art de vivre.
In this business group, LVMH brings together people who share a passion for lifestyle, culture
and the arts.
Being ambassadors for culture and a certain “art de vivre” is the raison d’être for the Maisons in
this area of our business. They all benefit from a vertical integration system, in order to offer high
quality products and services to their customers.
This approach is part of the quest for excellence pursued by each of these Maisons: from the
Les Echos group, which includes key titles from the economic and cultural press to Royal Van
Lent, which markets custom-designed yachts under the name of Feadship; and Cheval Blanc
which is developing a collection of exceptional hotels.
Focus on Cheval Blanc - An invitation to the

world's most sought-after destinations to
discover a new Art of Emotion
Celebrating a delicate alchemy between tradition and innovation, local
architecture and timeless elegance, the 5 Cheval Blanc hotels celebrate bold design and
contemporary inspirations with local roots and craftsmanship. Since the opening of its first
Maison in 2006, Cheval Blanc has developed unique properties with an unparalleled sense of
detail. In a warm, caring atmosphere, every Maison takes the utmost care in creating fulfilling
and memorable moments for guests and their families.
A new vision of luxury hospitality

Cheval Blanc redefines prestigious French hospitality with a collection of one-of-a-kind Maisons
in exclusive destinations, uncompromising in privacy and experience.
Cheval Blanc creates a new residential experience in the world's most exclusive destinations
through the construction of new properties or redevelopment of iconic sites.
The Maison shares a powerful entrepreneurial spirit, an acute sense of detail and dedication to
an haute-couture approach to hospitality.
Here are 3 key highlights to understand the uniqueness of Cheval Blanc in the world of
hospitality:
The Art de Recevoir, a Cheval Blanc signature

With infinite creative freedom to design ultra-personalised experiences, long-time friends, loyal
guests, and new Cheval Blanc devotees are surprised and delighted, with a thougthful approach
to service, which gives a unique character to each stay.
Sunrise bootcamp, Mini-Moke picnics on secret beaches, surprise birthdays organized by Le

Carrousel, a bespoke visit of the City of Lights, or a first track on the Alpine Slopes.
Where craftsmanship meets creativity

Inspired by the spirit of LVMH and its love for contemporary innovation, Cheval Blanc revisits the
codes of ultra-luxury hospitality with bold modernity. This unique approach to service leads to
made-to-measure works of art and design, transforming every Maison into a living gallery. This
celebration of creativity and quest for constant reinvention extends from art and design, to
thoughtful service gestures aiming to make our guests' stays that much more exquisite.
A careful attention to exclusivity

A careful attention to exclusivity is deeply rooted in the design and service standards of each of
the 5 Maisons. With spacious surroundings, purposefully limited inventories, dedicated facilities
such as private pools or treatment rooms, secret entrances and acute organisation of flows,
Cheval Blanc prioritises every guest’s individual desire for privacy, with a highly personalised
approach to culinary arts, wellness, and entertainment.
…of which success is driven by a

solid and unique Operating Model
anchored by 6 pillars
It’s the business model that drives a company’s success and ensures its future. At LVMH, our 6-
pillar model is anchored in our long-term vision and family spirit - one that builds on each
Maison’s heritage, and stimulates creativity and excellence.
Did you know the Group’s vocation is to ensure the development of each of its Maisons, while
respecting their identity and their autonomy? It does this by providing all the resources each
Maison needs to design, produce and market their products and services defined by excellence
and the highest quality.
PILLAR 1: Decentralised Organisation

Promoting risk-taking and perseverance
LVMH’s organisation is agile and decentralised, which

encourages efficiency and responsiveness. Our specific structure and operating principles
ensure that each Maison can be autonomous and responsive at all times – something
that helps us to get close to our customers, and ensures that rapid, effective
and appropriate decisions can be made.
We entrust all our employees with significant responsibilities, which stimulates individual
initiatives, and motivates teams by encouraging them to show true entrepreneurial spirit.
By promoting pragmatic thinking and the ability to motivate teams, we challenge ourselves and
our talents to achieve, continuously push the boundaries and never shy away from risk-taking
and perseverance - and our decentralised organisation approach promotes this.
PILLAR 2: Vertical Integration

Fostering excellence both upstream and downstream
Vertical integration allows us to control every link in the value chain, from sourcing and
production to selective retailing, which means that the image of our Maisons is carefully
controlled.
Our Business Model is anchored in this meticulous control, making LVMH the only global
Luxury Group to offer such a vast and diversified array of professional opportunities around
the world, all the way from when a product is created to when it is handed into clients’ hands.
PILLAR 3: Sustaining Savoir-faire

The past lives within us and inspires us, but what motivates us is the future
To pursue our long-term vision, we strive to preserve our Maisons’ distinctive identities and
excellence. We do this by developing forward-thinking initiatives to transmit savoir-faire and
ensure that craftsmanship and creative métiers are valued by future generations.
We constantly endeavour to cultivate the expertise upon which our Maisons have built their
legacies. This means we hire and train thousands of new employees each year. The past lives
within us and inspires us, but what motivates us is the future: the next generations to whom
we have a duty to pass on the torch of excellence. Our role is to equip them with the tools and
skills they need to attain it.
PILLAR 4: Organic Growth

Sustaining our success for the long term
Organic growth is a key priority for LVMH, and we commit significant resources to help develop
our Maisons, and encourage and protect creativity.
We know that our employees are the key to this approach, which is why we support
their career growth and encourage them to exceed their potential.
Over time, and guided by our long-term vision, we have reaped the rewards of ambitious
choices, investments and patient developments, often years in the making. It’s this enduring
commitment that sets us apart from the rest.
It gives Maisons and employees the time they need to fully express their potential and talent. It
drives our ability to adapt and respond to unexpected external challenges. It underpins the
powerful resilience of our Group, which as always, has risen (and continues to rise) to the
challenge.
PILLAR 5: Creating Synergies

Sharing resources to be stronger
The sharing of resources on a Group scale is part of our DNA. It creates intelligent
synergies while respecting the individual identities and autonomy of our Maisons. It means that
the combined strength of the LVMH Group is leveraged to benefit each of its Maisons.
On the ground, this translates to sharing best practices. It helps us harness expertise and
optimise the Maisons’ processes to boost their potential.
One way we facilitate this is by connecting our talents to one of the world’s most creative
and innovative communities. We connect through themes, places, moments and channels to
come together, share and grow. We create collective moments and communities of interest to
allow our talents to share ideas and best practices within or across the different professions and
geographic areas.
PILLAR 6: Balance across business segments and

geographies
Withstanding the impact of shifting economic factors
Our Group has the resources to sustain regular growth thanks to the balance across its
business activities and a well-distributed geographic footprint. This balance means that we
are well-positioned to withstand the impact of shifting economic factors.
Here are some figures:

81 countries and 5600+ stores . Revenue of 79.2 billion euros in 2022 (+23% compared to
2021), distributed across geographies: Asia (excl. Japan) 30%, Japan 7%, United States 27% ,
Europe (excl. France) 16% , France 8% and Other Markets 12% .
To read more about the company's performance in 2022, refer to the following page: New record
year for LVMH in 2022.
Your immersion into the Luxury

Industry
Let's focus on its driving trends and challenges.
First, how to define Luxury?
Anne Michaut from HEC Paris tackles this question, while
sharing the 7 essential characteristics of luxury.
Luxury is quite elusive in nature: when you see a luxury

product, how do you know it is a luxury product?
In this video, Anne Michaut, Associate Dean for Education Track and Pedagogy and the
Director of the LVMH Academic Chair at HEC Paris, covers the common definitions and
understanding of luxury as an elusive concept, and shares the 7 essential characteristics that
help measure the “luxuriousness” of an offering.
Now deep dive into key figures and
trends of the Luxury industry
Discover more about Bain & Company's annual study.
Joëlle de Montgolfier, Executive Vice-President for Bain & Company’s Global Consumer
Products, Retail and Luxury practice, shares her analysis on the trends shaping the luxury sector
of today and tomorrow.
How to define luxury?
Main factors influencing the future

growth of the Luxury sector
Key topics to be optimistic about.
Erwan Rambourg, top ranked Luxury analyst and renowned author of books about the future of
Luxury, shares optimistic trends and mechanisms that are likely to support the industry’s growth
for the next decade.
Here, Erwan Rambourg shares an optimistic view about the next decade of growth in the Luxury
sector and highlight the key topics that will influence that growth.
Let's focus on the major stakes shaping

the future
Renowned professors and passionate LVMH Talents will
guide you into our next topic.
Luxury brands must both address new

consumer expectations...
Emanuela Prandelli, from Bocconi University, uncovers
how the luxury world is embracing new sales models.
In which way have consumers started reshaping their

approach to consumption to keep satisfying their need for
novelty without compromising the future of our planet?
To address this question, Emanuela Prandelli, Associate Professor for the Department of
Management and Technology at Milan’s Bocconi University, talks about how Millennials and
Generation Z are disrupting traditional sales models, redefining the way luxury goods are
consumed, and forcing the luxury sector to rethink its sales approach.
…and tackle the challenge of

personalisation
We remain with Emanuela Prandelli to understand the
right balance between brand signatures and design, and
product personalisation.
How can brands enhance authentic consumer pride, while

preserving their signalling potential?
Luxury brands today offer consumers the opportunity to customise their exclusive
products. However, the more attributes can be personalised, the higher the risk of negatively
impacting product recognisability and the brand's signaling potential. Emanuela Prandelli,
Associate Professor for the Department of Management and Technology at Milan’s Bocconi
University, helps you to understand the right balance between customisation and product
recognisability.
Therefore, brands try to find

groundbreaking solutions through
innovation...
Innovation is a key asset for brands in the Luxury
Industry.
What is your vision of innovation in the Luxury industry as a whole? Both at LSE and at
Louis Vuitton?
A: I believe innovation is deeply rooted into luxury and craftsmanship because every craftsman
always thinks about ways to improve an object that's being produced. The key point of luxury and
innovation is really answering the question of how can we do things differently to offer a
memorable experience to our clients and make our products better.
For example, we launched the Tambour Horizon Connected Watch in 2017: a unique timepiece,
a concentrate of tradition and high-tech, totally faithful to the Maison’s timeless values of luxury,
the spirit of travel and creativity.
LJ: At LSE we believe in better innovation for better lives, regardless of background, faith or
gender. I believe in the idea that technology should be used to break down the doors of more
traditional industries, to refresh and to reinvigorate in order to come up with new solutions that
contribute to a better tomorrow. Innovation is not just about supporting growth but it's a way to
address deep-seated social issues, from sustainability to education to well-being.
Innovating within the luxury sector can be challenging. Why is that so? What sort of
challenges can you be faced with?
A: I would say there are two major challenges: time and human integration within the tech
world. Regarding time, it is about finding the right pace. We’re not here to grab every tech
innovation; we’re here to continue relying on our roots and our history, and at the same time we
need to think forward for our clients. This is key internally as well because some employees will
be really fast at adopting new tools, while others will want to go step-by-step, so we need to
onboard everyone, while still going fast as the world and competition are speeding up. So it’s
really a balance between tradition, innovation and the future.
As for the second challenge, the human integration within the tech world, the real concern is
going forward with technologies that are really disruptive and finding how we can integrate the
human touch in it. Our aim is clear: integrating human sensibility within every innovation,
whether it involves technology or not.
LJ: Yes, there’s this clear message from clients in the luxury sector that they welcome
technology but still want a human and compassionate service. There’s a real conundrum
between wanting to move away from that very conservative way of doing business knowing that
you won’t survive, and at the same time acknowledging that these traditional concepts are still
really attractive to customers. However, luxury has constantly been evolving and innovating - this
is not new and there’s a pretty exciting opportunity to innovate here - as long as we listen to and
involve our customers every step of the way.
Luxury houses have become increasingly involved within the digital world (with the
creation of virtual clothing etc…). Isn’t that contradictory with what luxury represents?
How do you see things in the near future?
A: I don’t think it is contradictory because luxury can create exceptional experiences and you can
totally create a unique asset within the digital world. We’ve seen what has recently been going on
with NFTs (Non Fungible Tokens) and the way digital creativity is being protected, so I believe
we’re going to keep going further within this digital world and with making remarkable digital
assets. Luxury’s craftsmanship and uniqueness are still present, what changes is the medium.
LJ: I think the real challenge here is the mindset of companies. If you have a team that has been
in the job for 20-30 years it can be difficult to invite that group to shift from the more static
approach to a more dynamic interaction with consumers. Businesses are trying to dive into the
new world of digitalisation, but it requires a real desire to be educated in this field and if it’s
not in your skill set, it can be quite a complicated and slow process. Pouring resources into
this transition is crucial.
How do you foster this innovative spirit at LSE and at Louis Vuitton?
A: It is very much within our culture at LVMH and Louis Vuitton. First, at LVMH, innovation and
entrepreneurial spirit are infused across all Maisons, and initiatives such as the LVMH
intrapreneurship program, DARE (Disrupt, Act, Risk to be an Entrepreneur) have boosted
projects such as the launch of Nona Source, the first online resale platform for “re-sourcing”
exceptional materials from the Group’s Fashion & Leather Goods Maisons. New technologies
and the desire to push boundaries always inspire Louis Vuitton. Everyone has it deeply inside
their heart to offer something different, it’s really an everyday motivation and everyone can
innovate.
I created the first hackathon of the Luxury Industry in 2015, it was really disruptive. The
hackathon enabled Louis Vuitton to stretch beyond conventional approaches to innovation. We
shared data with students, they produced amazing work in 48 hours and this made us realise
there were new ways of working.
LJ: Students by nature are pretty innovative which makes my job a lot easier!! They know that if
you stop innovating it is only a matter of time before whatever you’re creating will falter and
possibly fail, especially in this kind of environment. At LSE Generate, we’ve created a space that
allows students to question everything, to disagree with a lot, and that gives them the
freedom to critically assess the situation and from there, search for new innovative ideas.
We also organise retreats, for example, where our female founders can step outside of the
classroom (to the seaside/countryside) and innovate in a more creative environment. Then,
alongside them, we assess the ideas and help develop them with the resources we have at
hand. The bottom line is to encourage students to always ask questions. As soon as you stop
questioning, you stop innovating; it's as simple as that. The best innovations have come out
of that real freedom to think.
How do you both manage the risk of innovation?
A: We embrace risk! Maximising risk avoidance is inconsistent with our vision of luxury.
Meanwhile we iterate a lot within the company to make sure that what we launch is high-
standard. We would not compromise quality towards innovation because innovation is just
a means to achieve excellence. Sometimes, one project that hasn’t worked can lead to
another.
LJ: One of the skills we encourage students to develop is an acceptance of failure. If you are
not equipped with that understanding of failure, why it happened and an insight into how to avoid
repetitive patterns, chances are you will struggle with your entrepreneurial journey. So, we try to
equip our students with the softer skills (that we don't view as nice-to-haves but essential
needs) of resilience and grit and the willingness to accept failure. Most of our lives we try to
avoid taking risks but actually, that leap of faith involved in taking risky decisions can lead to
much more creative ways of solving these problems and finding solutions that you would never
have thought about before.
Can it be difficult to manage innovation and excellence? If so, what are the solutions to
make them work together?
A: It is indeed because we’re going to want excellence on the first round and it’s not the case
when we innovate. We need to be able to train and make it better and better. But the most
important thing is taking all the research for excellence as an add-on to the experience rather
than barriers to your project. Taking the feedback is a great opportunity to work towards
excellence.
LJ: By nature innovation is messy, there is rarely a straight line. If you adopt a perfectionist
approach to innovating, you immediately restrict yourself. This is why we encourage students to
dive into what appears to be an unstructured, massive mess in order to create something
innovative and truly transformative.
Does being innovative require having a large budget?
A: Combining high ambition with budget constraints forces you to be creative.
LJ: Ideas are free and when you minimise that kind of limitation, creativity and innovation tend to
flow better.
What is your vision for the future?
A: At LV, we like to say that today’s innovation is tomorrow’s tradition.
LJ: A positive one. When we are innovating, we need to think about what can be achieved rather
than thinking we need to innovate because the future is bleak. Having a positive outlook allows
the freedom to innovate and build effective and long-term solutions.
An example of a great innovation?
A: The Aura Blockchain Consortium with LVMH. The first time we started thinking about how
we could use blockchain was in June 2019. We started from scratch and now it’s a major
innovation for our industry. It is the world’s first global luxury blockchain and an
unprecedented collaboration between key players of the Luxury Industry. It represents a single,
innovative solution to share challenges such as communicating information on authenticity and
responsible sourcing and sustainability in a secure, digital format.
What are the sources you go to for inspiration?
A: I like listening to lectures from Amy Webb, founder of the Future Today Institute. We attend
events such as South by Southwest in Austin or the CIIE in Shanghai in China, we read
newsletters a lot too.
LJ: My advice would be to surround yourself with inspiration. Don’t just consider one
subscription on one topic within a certain echo chamber, but look to an array of views and media;
move away from the topic you’re innovating on and start to expand your mind with broader
themes and that will lead to an unleashing of a completely different kind of creative energy. My
favourite sources of inspiration include the School of Life, the guided meditation series created
by Peacebeam (on Insight Timer) and the Adam Buxton podcast! It’s also about creating an
environment that is conducive to innovating and this can start with really simple tweaks from
altering your backdrop, changing your office set-up, organising stand-up meetings, for example,
to allow creative ideas to flow more easily.
… but also through their digital

transformation.
Digital transformation and e-commerce are becoming
increasingly important for luxury brands, bringing forward
the focus on an omnichannel customer journey.
Digitalisation of the luxury industry is nothing new for LVMH. But since the pandemic, the LVMH
Group and its iconic Maisons have taken digitalisation to the next level by reinventing
experiences for all clients and taking up new commitments in providing the best possible service.
The Group’s commitment to the customer
The customer has always stood on the center stage of the Luxury Industry, reflecting its very
essence and its raison d’être. Today, luxury brands are focusing particularly on building long-
term connections with their clients, fostering beautiful relationships that are based on trust and
loyalty.
In our new world, the customer places higher expectations on service and experience. They want
to choose where, when, and how they discover the world of our different Maisons, try the rich
variety of products, and also enjoy the ambiance and the experience.
We have to ensure that all touchpoints of the customer journey are unforgettable, special, and
unique, but also excellent, smooth, and natural.
Omnichannel is the new reality for business
The digital age has completely changed our rooted perception of the “true” luxury experience by
broadening and enriching its meaning. The digital allows us to dematerialise and remove any
existing physical constraints while facilitating and amplifying the notion of service that lies at the
core of the luxury business.
The beauty of digitalisation is that it is a never-ending process of incorporating newer, faster,

richer features. Among the many trends informing our brands’ strategies in recent years is
the increasingly omnichannel behaviors of our clients. We now have to “show up”, be where
our clients expect us to be, and sometimes go where luxury brands had never gone before.
In truth, breaking new frontiers, exploring new horizons, and reinventing oneself is also part of
the very essence of luxury.
Then, how does LVMH define the omnichannel?
Omnichannel is a client-centric approach aimed at providing a consistent,

qualitative, and seamless customer experience across all channels and
geographies.
The key to obtaining this synchronicity is cross-functional collaboration and

full integration of each Maison’s assets (including inventory, capabilities, tools
& systems, data, processes,…)
For effective integration, the omnichannel has to become an integral part of the brand’s
operations. It is a holistic process, which requires the involvement of everyone and every part of
the business, to make the experience truly seamless.
To understand this topic, let’s look together at some of the key factors that matter when talking
“omnichannel”.
1. The omnichannel as a vision in the organisation

Change starts with a common ambition. At LVMH, we seek to offer the best-in-class client
experience, and further grow, master, and lead its enhancement. To achieve this ambitious goal,
we need to create an organisational approach that is client-centric at heart. The notion of client-
centricity has to be incorporated in the vision of the brand and occupy an important role across
all the company’s strategies. This requires fundamental changes at the core of the company.
To push forward an omnichannel initiative, we need a relevant leadership role, a relevant
transversal committee that will oversee program implementation across the organisation, and,
lastly, relevant ways to incentivise the people in the organisation to adopt the mindset.
2. Enhancing the 360° omnichannel experience

The consumer always stays at the core of our strategy, so we need to consider the smallest
details of the consumer journey and experience, predict and outline them. The omnichannel
approach allows for a smooth transition between all touchpoints where the client comes in
contact with the brand.
 Re-enchanting product discovery
Product purchase is an essential moment in the customer lifecycle and a key driver for business.
Today, customers expect equally excellent service online and as in-store. In order to help the
customer discover the same physical product in new engaging ways, we can use consistent and
quality content, features that support product discovery, and more memorable and emotional
experiences.
Apart from editorials, videos, and attractive visuals, the use of enhanced content has become the
most popular trend recently, especially with the use of high technologies such as 3D animation
and modelling, augmented reality (AR), and virtual reality (VR). These extensions help the client
interact with the product directly whenever and wherever, while also becoming immersed in the
brand’s creative universe. Effectively, this further enhances the “storytelling” of the brand,
making it more attractive and engaging for the client.
 Enabling clients to choose their own luxury journey
Today, the customer can personalise their journey to suit their needs, whether in-store, online, or
remotely. This process has to be as simple and natural as possible.
Customers now have options to purchase an item easily and from anywhere, further decide how
they prefer to receive their item, and, in case of dissatisfaction, return or exchange it in the way
that suits them best. This abundance of choices aims at making the customer experience smooth
and stressless for any possible circumstances. Some of the most notable practices include pre-
ordering, ‘find in store’, ‘click & collect’, e-reservations, and scheduled or even ‘same-day
deliveries’. As you can see, the process has not only become flexible and easily adaptable to
the lifestyle of the customer, but it is highly responsive and faster than ever before.
 Evolving from a unique selling ceremony to a unique service ceremony
Customer experience does not end with one purchase - it signals the beginning for potential
long-term relationship between the brand and the client. So, we need to be there for our
customers every step of the way. We have to anticipate their expectations and respond to all
their demands.
Since the pandemic, remote communication options have gained momentum, such as streaming
selling sessions or video chatting directly with a consultant. Apart from easy communication, we
also need to efficiently respond to any arising concerns after the product purchase, for example
repair assistance (remote diagnostics and provision of product care guides) or offering product
maintenance service (cleaning and repairs).
3. Revamping the value chain to secure the execution of the strategy

One of the key omnichannel enablers is securing cross-functional collaboration and full
integration of the Maisons’ assets. All operations, from order allocation and warehouses to
stores, delivery and after-sales - all activities have to be optimised. Solutions must also be
implemented to support this collaborative initiative. This collaboration requires a high degree of
flexibility, so the Maisons’ ecosystem has to work in unison and not silo-by-silo. With all the tools
we have, we need to generate an in-store transformation. This is an important step as luxury
business is a retail business. The changes have to affect the store and the talents working at
these locations. This touches upon all the activities, including inventory, store design, processes,
roles and responsibilities, hiring and training, store routine, and relevant KPIs.
4. Measuring success and the impact

Now that the new strategy, mindset, and processes are set in stone, we need to monitor the new
client journeys. At this stage, it is important to let go of the notion that offline and online
businesses are two separate entities, as now they are a united front. Thus, the key vector of the
omnichannel is based on client satisfaction and performance. Simply put, we prioritise the
client’s happiness through their experiences. In turn, a satisfied and content client is a loyal and
involved client, who will continue making purchases, contributing to a boost in our sales and
profits.
So, what can we learn from this?

On one hand, it is possible to introduce a variety of different omnichannel-related initiatives.
However, they might not effectively contribute to a truly seamless omnichannel customer journey
or respond to today’s consumer needs and expectations. We have to understand that today’s
luxury clients already think and act in ‘omnichannel’, and the brands have to catch up with
growing requirements of their customers.
If I had to highlight key focus points in ensuring that the company achieves a client-centric focus
and fully omnichannel processes, I would recommend focusing on the following key elements:
1. Aligning the organisation and its people under one collective goal.
2. Ensuring better collaboration across a range of operations and activities.
3. Reviewing all tools and instruments to be client-centric and not set up exclusively silo-by-
silo.
4. Achieving a complete store transformation.
In the end, the priority of making the omnichannel work is pushing each part and each involved
person of the value chain to contribute to its execution and progression. Teamwork is what
makes the dream work, after all!
Focus on China: A key market for

Luxury
China is on track to be the world’s largest luxury market
soon.
The 1990s put China on the agenda of Western companies, as the country stopped issuing
foreign exchange certificates and allowed the purchase of imported products with the Yuan. This
is when many Western luxury brands opened their first Chinese stores.
Thirty years later, China is today a key market for luxury brands, and the prestigious
reputation of luxury brands stimulates a strong demand in Chinese consumers.
Andrew Wu, Group President of LVMH China, looks back over the last 30 years of LVMH’s
presence in the region and reveals the ongoing importance of high-end retail as a crucial pillar
to succeed in the market and gain consumers’ loyalty.
Spotlight on Chinese consumers

A key topic for brands.
Chinese consumers will shape the future of luxury; Join Rane Xue, Senior Vice President
Global Chinese consumers at Moët Hennessy Diageo China, and Xiaolei Gu, Innovation
Director Asia at Fabernovel, as they share their insights.
Since this discussion, Rane Xue has been promoted, and she is now Vice President Data &
Digital at Louis Vuitton China.
Quiz results "Test yourself - The final

quiz of this first module!"
Success rate: 80%
Select the appropriate sentences related to LVMH

omnichannel strategy
Select two proposals
Correct answer!
Omnichannel is a client-centric approach aimed at providing a consistent, qualitative, and
seamless customer experience across all channels and geographies.
The omnichannel vision is only relevant to retail as this is where the brands come in direct
contact with the customer.
Establishing a smooth omnichannel customer experience requires cross-collaboration
across all teams, departments, and through all activities – from warehouses to stores.
Looking at distribution, is Brick and Mortar still an

important part of the luxury story?
Choose one answer
Correct answer!
Yes
No
According to Bain & Company, the US is currently
the largest market for personal luxury goods
Choose one answer
Incorrect answer!
Correction
Agree
Disagree
Which characteristics may help to measure the

luxuriousness of an offer?
Choose at least one answer
Correct answer!
Price
Quality
Scarcity
Signed by brands
Controlled channels
Personalised services
Delivering experiential rewards
How do Fashion & Leather Goods Maisons offer

their clientèle unique customer experiences?
Choose one answer
Correct answer!
By selling on marketplaces
By relying on robots
By mastering their distribution
By launching new products everyday
According to Erwan Rambourg the young
generation of luxury buyers have transformed
the luxury industry in certain areas such as
casualisation, social media or values.
Choose one answer
Correct answer!
True
False
According to Bain & Company, by 2030, online

sales will represent...
Choose one answer
Incorrect answer!
Correction
14% of the luxury sales
What are the core values of LVMH?

Correct answer!
Creativity & Innovation
Entrepreneurial spirit
Quest for excellence
Sense of commitment
What challenges can you be faced with when

innovating in the luxury sector?
Correct answer!
Integrating the human sensibility within innovation
Finding the right pace of innovation
Implementing all of the newest tech innovations quickly
How are eco-conscious customers adapting their
consumption?
Correct answer!
Rethinking the product as a service (rental) and not only a good to own
Owning goods
Rediscovering vintage products
Buying new products
Past, Present and Future: The Luxury

Formula
Serge Carreira from Sciences Po Paris explains the
paradox of luxury: it has to be of our time and timeless at
the same time.
What makes a luxury brand relevant over time?
In this video, Serge Carreira, Lecturer in the Program of the Master “New Luxury and Art de
Vivre” at Sciences Po Paris, focuses on one of luxury's most singular dimensions: Time. He
uncovers how luxury can evolve with society to ensure its values are lasting.
Brands and Society
Brand values are strongly linked to society and
consumers.
What emotions and societal values are strongly associated with brands, and in line with
society's aspirations?
Research has shown that consumers rely on luxury consumption to communicate certain values,
and thus reward companies that truly reflect those values.
Follow Anne Michaut, Associate Dean for Education Track and Pedagogy and the Director of the
LVMH Academic Chair at HEC Paris, as she uncovers the role of brands in society related to
their opportunities to express functional, experiential and symbolic values.
Companies' growing engagement
towards sustainability
How to define sustainability? How companies and
individuals may consider their engagement and
commitment to improving society?
In this video, Anne Michaut, Associate Dean for Education Track and Pedagogy and the Director
of the LVMH Academic Chair at HEC Paris, shares her definition of sustainability, and
uncovers how businesses not only focus on minimising their negative impact, but also seek to
effect a positive one.
According to Anne Michaut, select key
principles of Luxury.
Incorrect answer!
Correction
Consumers have a range of consumption motivations.
Consumers tend to express their values through the brands they select.
Brands can become powerful personal branding tools as they project clear and strong
values.
Brands can deliver higher perceived value to their customers by expressing their own
values.
A commonly used definition of
Sustainability is based on three pillars:
maximising simultaneously the biological
system goals, economic system goals, and
social system goals.
Correct answer!
True
False
Sustainability and sustainable development

can be seen as the ability to meet the
needs of the present without compromising
the ability of future generations to meet
their own needs.
Choose one answer
Correct answer!
Agree
Disagree
Emotional value...
Choose one answer
Correct answer!
...of a good, service or experience offered by a brand is based on the perceived utilitarian, or
physical performance.
... is about the ability of brands to create affective responses all the way to strong
emotions of joy and pride, and to identify and nurture these emotions.
... is the perceived value acquired from the association with one or more specific social groups.
None of the above
According to Serge Carreira, which are the

essential values of luxury?
Choose one answer
Correct answer!
Quality beyond aesthetic
Legacy beyond desire
Emotion beyond ownership
Creativity beyond trends
All of the above
LVMH: 30 years of sustainable

commitments
Taking action to make a difference.
LVMH takes action.

Every action taken by the Group and its employees reflects our commitment to ethics,
corporate social responsibility and respect for the environment. Our commitments drive our
Maisons’ performance and ensure their longevity.
Firmly convinced that truly desirable products can only come from sustainable businesses, we
are committed to ensuring that our products and the way they are made have a positive impact
on our entire ecosystem and the places and communities where we operate, and that our Group
is actively working to build a better future for our planet.
“The LVMH Group embodies a unique culture, one that we express around
the world through our products, as well as our ethical, social, environmental
and cultural actions, with each aspect contributing to a truly living legacy.” -
Bernard Arnault, Chairman and CEO of LVMH
In the light of the 30-year mark for LVMH in honouring these commitments, let's look back on the
evolution and progression of this path and dedicated strategy over the years.
At LVMH, we have three action programmes:

- the 2025 CSR roadmap, about social responsibility,
- LIFE 360, the group roadmap for environmental responsibility, and
- a sponsorship program for Art and Culture.
LVMH & the Environment

What are the commitments of LVMH?
Do you speak "Sustainability"?

Glossary
Glossary

Glossary
Glossary

Glossary
Glossary

Glossary
Glossary

Glossary
Glossary

Glossary
Glossary

Glossary
The Environmental Commitments of
LVMH
LVMH sees environmental protection as more than a
responsibility: It is an imperative!
LVMH environmental policy has been a pillar of our growth strategy for more than 30 years.
LVMH was the first Group among CAC 40 companies (Paris stock market index) to create and
develop an environmental department in 1992.
Since becoming one of the first major corporations to implement an environmental strategy, we
have persistently intensified our efforts to reduce the impact of our business.
LIFE 360
The LVMH approach to environmental responsibility is structured by the LIFE 360 program.
The program has structured the Group’s actions around a unified vision, a collective
commitment and priorities shared by the Maisons, with a long-term perspective.
In the following video, Hélène Valade, the Group's Environment Development Director deep
dives into the LVMH Environmental LIFE 360 program and its four pillars:
Creative Circularity,
Biodiversity,
Climate,
Traceability & Transparency.
Pillar 1 - Creative Circularity 1/3
At Ruinart, sustainable development is a source of
creative inspiration.
Since its foundation in 1729, Ruinart has been a symbol of French art de vivre. The Maison has
crafted its exceptional wines by nurturing the roots of the terroir and ancestral savoir-faire. In
the vineyards located in the Montagne de Reims, the cellar masters have witnessed the impact
of climate change. In 1961, the first day of harvest was October 6. In 2020, the first day of
harvest was August 17. Global warming is a reality and it is changing the way Ruinart chooses its
grapes and creates its champagne. One of the major challenges in the coming decades will be
to mitigate and adapt to climate change.
In order to harvest perfect grapes, Ruinart has been deepening its commitment to preserving
the soils that are a source of life. Because the preservation of biodiversity is a top priority,
Ruinart has announced that the Maison is dedicating the entire 40 hectares of the historic Taissy
vineyard to a biodiversity pilot project carried out with Reforest’Action. It attests to the drive to
develop this approach in the years to come and to share it more widely on the scale of the
Champagne region.
Faithful to its pioneering spirit, Ruinart also promotes sustainable energy, like choosing LED
lighting in its cellars. And in terms of commercial transport, 85% of deliveries are made by
sea and 15% by road – not by plane.
With the launch of its Second Skin packaging, Ruinart reinforces its commitment to
promoting sustainable innovation.
One of the first reasons to buy champagne is to give it as a gift, therefore packaging is truly
important. Since 2015, gift boxes have been eco-conceived, but Ruinart has pushed its limits by
challenging its design and development teams to create the second skin case. Two years of
research and development were needed to create this sustainable packaging in every aspect,
from bottle shape to wine protection. This 100% recyclable paper case reduces the bottle’s
packaging carbon footprint by 60%. Its white color and texture are inspired by the Maison’s
historical Crayères, the chalk quarries that store Ruinart Cuvées in optimal conditions.
Maison Ruinart strives to create a more sustainable French art de vivre and conscious luxury
at all levels.

The partnership between Christian Dior and Parley for the
Oceans
Discover how creative circularity is transforming the creative process of Maison Christian
Dior Couture.
Nature has always held a special place in the hearts of Christian Dior and his successors, who
have in turn celebrated the beauty of gardens and flowers in their collections. Perpetuating this
deep admiration, the House of Dior today works as a creative laboratory in motion to integrate
Sustainable Development into all the Maison’s professional sectors and areas of expertise,
organized around three pillars:
 the protection of natural resources

 the contribution to the climate effort
 the daily commitment on the part of all the House's collaborators
The encounter between Dior and Parley for the Oceans is a continuation of these virtuous
actions, placed under the signs of sharing, transmission and determination to build a better
future. For the second year in a row, Kim Jones, Artistic Director of Dior’s men's lines, has
teamed up with this environmental organization that takes action against major ocean threats –
with the Parley AIR (Avoid, Intercept, Redesign) strategy. Together, they have
conceived a Beach Capsule made of 96% recycled fabrics, reflecting the Maison's objective to
move towards a more sustainable fashion, thanks to the concept of circularity.
Driven by eco-innovation, in 2019 the two partners initiated joint research work, which gave life to
novel materials made from Parley Ocean Plastic® – created with marine plastic debris and
fishing nets recovered from the coastlines of several countries and islands around the world, then
reworked in Dior’s Ateliers. A challenge for the artisans who, using this recycled fiber as an
alternative to virgin polyester, created high quality fabrics, such as seersucker, silky knit and a
technical fabric punctuated with the Dior Oblique motif.
Fusing durability and desirability, the wardrobe designed for this unique capsule is the fruit of a
new alliance, inviting us to rethink the fashion of tomorrow by transforming the creative process.

Nona Source, a veritable innovation in sourcing.
Created by three experts from the LVMH Group – Marie Falguera, Romain Brabo, and Anne
Prieur du Perray, Nona Source is a startup incubated by our DARE intrapreneurial
program (Disrupt, Act, Risk to be an Entrepreneur) to accelerate innovative solutions.
With their expertise in material sourcing and digital transformation, they designed a game-
changing platform to re-use deadstocks, the “sleeping beauties” stored in the warehouses of
exclusive LVMH Fashion & Leather Goods Houses.
Pillar 2 - Biodiversity 1/3

Fundamental importance of preserving the ecosystem
LVMH has been committed to making the protection of biodiversity an absolute priority.
The protection of nature’s ecosystems has always been of utmost importance to LVMH, whose
activity is significantly reliant on natural raw materials (flowers, grapes, cotton, leather, stones
etc.). Therefore, LVMH is taking action and making the protection and regeneration of
biodiversity a key pillar of its LIFE 360 environmental strategy.
Alexandre Capelli is the Innovation & Bio-Diversity Director at LVMH, and is leading
the environmental creativity and innovation topics linked to products and raw materials
within the Group.
Let's discover with him how LVMH has structured its strategy around three main objectives to
preserve and regenerate the biodiversity.

Parfums Christian Dior protecting biodiversity
“Our mission : Protecting flowers and empowering people to only leave

Beauty as a Legacy.”
Isabelle Sultan, Chief Sustainability Officer at Parfums Christian Dior, talks about how
desirability rhymes with the Maison’s environmental commitments, and the special role Parfums
Christian Dior wants to play when it comes to protecting flowers.

Louis Vuitton partnering with People For Wildlife NGO
Louis Vuitton launched in September 2020 its sustainable roadmap, called The Committed
Journey.
Learn more about its key pillars with Christelle Capdupuy, Sustainable Development Director
at Louis Vuitton, while focusing on concrete actions to protect and regenerate
biodiversity with the 5-year global conservation agreement with People For Wildlife NGO.
Pillar 3 - Climate 1/2

Fight Climate change with Sephora
Another pillar of LIFE 360, the LVMH environmental roadmap, is about Climate.
Let's meet Katarzyna Wizniewska, Corporate Social Responsibility Director at Sephora,

who talks about Sephora 's concrete commitments and initiatives on that topic.
Pillar 3 - Climate 2/2

Bvlgari's commitment to protect our planet.
All LVMH Maisons contribute to making improvements regarding climate and biodiversity
changes through their specific action plans for the years to come. But what to expect from a
Maison like Bvlgari? What are its strategy and main pillars to fight for our planet?
At Bvlgari, creativity also means thinking for the community
We are a team of architects, engineers, visual, event, creative people with a strong commitment
to achieving high sustainability standards through creativity, innovation, and research. We had
great teachers in the past, such as Bruno Munari (Italian artist 1907-1988) or Gio Ponti (Italian
artist 1891-1979), who taught us that a designer doesn’t work just for himself, to follow his own
idea, a special shape or only the functionality of the object. A designer works for the
community, considers ethical and social impacts, and today more than ever, also includes
social responsibility and environmental impacts. This has always been part of our DNA and now
we are reinforcing it, with a clearer strategy and an integrated vision among all the departments.
We work mainly around 3 pillars: circular economy, eco-design and “give it back.”
Circular economy: a challenge accepted by creative minds
At Bvlgari, we do not believe that creativity needs a white paper to be free to express itself. We
trust that the limits and constraints can be a further challenge. This is the approach we take when
designing our external animation vitrines, where we keep the same window structures, and we
animate the seasonal launches only with new fabric lining and finishing. It is a great achievement
in terms of saving materials, as there is a seasonal roll out worldwide 3 times a year. Always
new but also always the same. Our Visual Merchandising team’s favorite motto? Reuse,
Reinvent, Recycle! We focus on producing products that can be used and reused. Our objects
should have many lives until they are recycled.
The same approach is followed for pop ups and our high jewelry events: the furniture set up
delivered to markets is designed and produced to be modular and itinerant. Year after year,
different events with different moods are adapted with the same furniture, to make sure we
create a unique experience for our customers, always taking into account the environment in our
strategy. Our best example is our huge stand in Basel, Switzerland. After being installed and
dismantled 7 times, this year we finally had to dispose of the stand. With a careful recycling
process, we have been able to reuse more than 166 tons of various metals.
Eco-design: a sustainable approach for Bvlgari stores worldwide
As the second pillar of Bvlgari’s sustainable strategy, eco-design guides the main choices for
the design concept of our stores. All woods are FSC certified [1], paints are water-based, and
metals born from galvanization are moving to an eco-production process, through mechanical
joints that may allow dismantling and recycling of the materials. A great effort has also been
made for lighting: all stores are fully equipped with LEDs, with a concept focused on lighting
only the product, with a dimming system that optimises the quantity of light needed, and with
sensors and timers that further contribute to energy management.
For the future, shipping materials across the world is clearly a non-sense. We studied the impact
of our delivery in our store in New York's 5th Avenue. For that construction finishing delivery, we
were able to save over 1.000.000 kg of CO2 emitted, 74% of the total emissions, as we managed
mainly boat delivery.
“Give it back”: the future of creativity
Our 3rd pillar “Give It Back” is highly valued at Bvlgari. We are grateful for what we have and we
have to compensate for our activities. A special project that we just launched is the special
sustainable hoarding in Nanjing Deji, China. Bvlgari is no longer interpreting it as a pure
commercial space to place brand campaign images, rather we want to give it an additional twist.
The back of the graphic is realised with a special fabric capable of filtering pollutants and viruses,
also COVID, to give back clean air. In July, we will collect the results of this filter, and we will be
able to have an official certificate about the environmental impact we had. We want to start
compensating for the construction impact of our stores.
Reach carbon neutrality: a goal for Bvlgari and humanity

We know that our last objective for humanity is not to reduce emissions, but to reach carbon
neutrality. We trust the new generation of creative people to be able to analyse the impact of our
activities and propose compensation ideas to reach this major goal. In our Valenza factory, on
top of very high parameter standards in terms of reduction of energy consumption, 100% of
green energy will ensure a saving of 7.000.000 Kg of CO2 in 4 years. Additionally, the team also
worked in starting an environmental compensation activity, remote from the construction site
itself, but still impactful for the area.
This is the next border for creativity applied to sustainability, and we will need all the help of the
next generation of talents to build a better future together.
[1] The Forest Stewardship Council promotes environmentally appropriate, socially beneficial,
and economically viable management of the world’s forests.
Pillar 4 - Traceability and Transparency

1/2
Transparency and traceability commitments at Fendi
Explore with Séverine Pinault , Supply Chain, Sustainability & Logistics Director at Fendi,
how the Maison develops a more responsible supply chain, with more transparency and
traceability.
Pillar 4 - Traceability and Transparency

2/2
Guerlain's Bee Respect Platform
Does being in charge of sustainable development issues give more meaning to your role
as a manager?
I must admit that I have a job that fascinates me. I am extremely fortunate to have a team that
shares my passion. We also measure this luck by the number of job applications we receive.
Despite everything, we are always up for a challenge with sometimes difficult targets. We can
also deal with anxiety-provoking subjects. This ambition requires collective efforts on a daily
basis. Our responsibility of impact and our business objective are to market and offer creations
that are both the most natural and the lightest in terms of carbon emissions and footprint in the
broad sense, in complete transparency.
“It’s a digital revolution applied to a dual connected requirement of

transparency and traceability ”
How was the Bee Respect platform launched in 2019 born?
Bee Respect is a very “tech” project. It’s a digital revolution applied to a dual connected
requirement of transparency and traceability. We are fortunate with Guerlain to be seen as a
house linked to nature. It's even in the DNA of the brand with the bee signature. Our Group has
been very committed since 1992, and Bee Respect marks an important step in opening up
transparency on our supply chain and whole life cycles of our products. For over 4 years,
Guerlain has been committed to a long and rigorous process of mapping the life cycle of its
products. In 2019, we launched "Bee Respect", our transparency and traceability platform
designed in partnership with Product DNA (architects of traceability). Accessible to all via our
website guerlain.com, it is also a valuable tool for internal teams, a valuable tool for continuous
improvement (particularly in terms of environmental impact), from the flower field to our
customers.
To discover the Bee Respect Website, click on the following link: Bee Respect: Guerlain
(respect-code.org)
Does Bee Respect demonstrate an evolution of the customer relationship and

experience?
We started working on this platform in 2015. This platform Bee Respect, intuitively, is a new
relationship with the consumer. It’s a revolution in itself. This requirement of transparency,
asked us to go up the value chain and recreate the link with the customer. In a way, this is a way
of breaking away a little from the adage that luxury does not reveal its secrets, its backstage. We
felt this need for communication very early on. Regarding the products, we went to look for
labels such as third party certifiers as well as the programs of retailers like Sephora. Everyone
was put on the same level in terms of “Clean beauty” or Naturalness.
How does this tool guarantee this transparency?

We have a very strong ambition to be exemplary. Engaging in this process of mapping products
was very long and required a lot of rigor to meet this expectation and this requirement of details
on the information of all the products and all the creations. We mobilised 250 employees,
partners and suppliers. Today we are focusing on internationalisation: we have recently
launched the site for the United States and planned to put online new countries in Asia . It is a
rather complex process, each country has its own regulations. It has long been believed that
sustainability is not always marketing's best friend. The Bee Respect experience proves the
contrary and responds to this need for concrete and precise information to the deep questions
on environmental footprint and climate change.
How does the naturalness strategy fit into the LVMH Group's zero carbon objective for
2028?
We are fortunate to have this powerful backbone of the unique connection to nature, this history
linked to biodiversity and natural ingredients. We must not forget that Guerlain is also the
inventor of synthesis in perfumery. The product must also respond to an essential alliance
between its functionality and sensoriality. The equation must be subtle and respond to an
ecosystem. This alliance will never be one hundred percent natural. Sustainable innovation is like
a healthy mind in a healthy body. At Guerlain, the spirit is the formula and the healthy body is the
packaging. Here too, we are completely transparent.
Ahead of each new product development, our Marketing, Development and Sustainable
Development teams work together to set ambitious yet realistic goals according to the 3 following
indicators:
 The Environmental Performance Index (EPI) is a grade out of 20 which determines

whether the rules of eco-design are being well implemented. This grade is calculated
using a software developed by LVMH for use by all Maisons. As a reporting tool, it
measures what eco-design progress is being achieved by the Maison as well as
throughout the Group more globally. For each new development we broadly aim for a
minimum grade and each re-launch of an already existing product will be re-launched
with an improved grade better than its predecessor.
 CO2: With each new development we commit to producing less CO2 than its
predecessor. This indicator corresponds to the equivalent CO2 created by the product
packaging and transportation in the world.
 Finally, we follow the 3 Rs: Reduce, Reuse, Recycle, in this precise order. We endeavor
to develop products that integrate all three Rs. From an environmental standpoint, the
highest performing products are therefore those with a grade higher than 12 and a
significantly reduced CO2 impact compared to the product it replaces, while also meeting
three R objectives (Reduced packaging, using Recycled materials and designed to
encourage Recycling.)
Does the lasting transparency of Bee Respect strengthen the brand's position in its
market segment?
I am convinced that sustainability meets performance. I would even say that today it is beyond
that, we are condemned if we do not meet these requirements for transparency and traceability
and, in essence, the expectations of our consumers.
Both certification and traceability are the guarantee of a virtuous circle in our way of sourcing the
wonders of nature at the heart of all our creations for nearly 200 years. It is to protect them and
to be able to pass them on that we are committed to the quality of the cultivation and the
traceability of our sustainable natural ingredients: whether it is orchid, honey but also neroli,
ylang, rose, etc. We audit them on both the environmental and social aspects, aiming for
continuous improvement. Luxury would not exist without biodiversity and this is a very
upstream approach, at the sourcing stage, that improves the quality of our products.
In a more societal angle we connected the dots between bees and society with our latest
program developed with UNESCO: “Women for Bees”, designed to train women beeekeepers in
UNESCO Biosphere Reserves all over the world. Surely, we will rely on the Bee Respect
platform to update and visualise all the places we install beekeepers and beehives!
“Both certification and traceability are the guarantee of a virtuous circle in our
way of sourcing the wonders of nature”
© La Maison Noire
The floor is yours...
Take 30 minutes to think about what could be done at
each stage of a product's life cycle in order to be more
environmentally friendly.
Before ending this chapter, we would like you to think of one of luxury brands' key
challenges: creating products in harmony with nature.
You saw that LVMH has been increasingly involved in Creative Circularity and, as part of the
LIFE 360 program, the Group intends to apply Eco-design principles to all its new products by
2030.
We recommend you to choose one or two different products for this exercise (a perfume, a
bottle of Champagne, a watch, a bag, a sweatshirt…).
Relying on examples from your personal experience, on what you have learnt previously in the
module, or by searching on the internet, think of concrete ideas about implementing eco-
design principles in a product.
This grid may help you.
Go further: Regenerative Luxury

Design in the context of a planetary emergency
Professor Carole Collet, Director of Maison/0, the Central Saint Martins LVMH creative
platform for regenerative luxury, discusses design strategies that address some of our critical
ecological challenges.
She discusses going beyond the idea of sustainability, and transitioning to a regenerative
practice that helps replenish our climate, our biodiversity and our communities.
LVMH and its impact on Society
We are committed to making excellence a lever for social
and professional inclusion.
LVMH & Social Responsibility
LVMH believes its heritage and Maisons’ success are
anchored in their respect for society and communities.
At LVMH, we are driven by a strong sense of responsibility towards society.
As a leading group, at LVMH we have the responsibility to stay in touch with the world around us
because we are driven by the belief that people – whether those employed by the Group or
those with whom it works – make the difference.
Our social responsibility is rooted in the fundamental principle of respect for people and their
individuality. We believe our heritage, as well as the success of our Maisons, is anchored in our
respect for society and communities.
Our long-term commitments yield tangible benefits for society. LVMH views social responsibility
as not simply an obligation, but an imperative and a source of competitiveness. Together, we are
committed to making excellence a lever for social and professional inclusion in solidarity
with our host regions and communities as we strive to cascade the positive social impact of our
activities.
The four pillars of social responsibility are as follows:
1. Respecting the uniqueness of our employees: we endeavour to build an inclusive

organisation that celebrates what makes each employee and each candidate special.
2. Passing on and developing savoir-faire: the preservation of artisan crafts and design is a
fundamental concern, as it guarantees excellence for our Maisons and safeguards our reputation
throughout the world.
3. Supporting our employees by improving their safety and well-being: employee well-being
requires action in all areas directly and indirectly related to health and safety.
4. Empowering local communities: As a leading company in the global economy, at LVMH we

feel a strong sense of responsibility towards the regions in which we operate.
Over the next chapters, we will have a specific focus on Diversity & Inclusion and
Preserving Savoir-Faire.
Diversity & Inclusion 1/4
Academic perspectives on the strategic importance of this
subject.
What are the definitions of Equity, Diversity & Inclusion?

Felicia Henderson, Lecturer at Sciences Po Paris, gives a brief overview of equity, diversity and
inclusion in organisations and offers some suggestions for how you can foster equity and
inclusion in your workplace or future workplace.

Focus now on Diversity and Inclusion at LVMH.
“At LVMH, Diversity and Inclusion is everyone’s business”.

Deep dive with Vanessa Moungar, Diversity and Inclusion Director for LVMH, into the Group's
vision and discover how Diversity and Inclusion are cross-cutting all our business to ensure
long-term performance.
She shares our three action pillars: PEOPLE, PARTNERS and IMAGE.

LVMH supports initiatives and communities related to
Diversity and Inclusion.
At LVMH, people make the difference and we support employee networks around the
world such as the EllesVMH Networks supporting gender equity or the All LVMH Pride
Networks, focused on the LGBTI+ inclusion, based all around the world. We all have a role to
play in crafting a more inclusive future!
Discover some of the initiatives and communities that exist across the Group in support of
diversity and inclusion matters, through this conversation between HEC's Anne Michaut and
- Natacha Lamour, Retail Director North America at Hublot, newly promoted President of North
America & Carribean and presenting EllesVMH,
- Nicolas Streff, Global Brand & Corporate Communications Director at Belmond, presenting All
LVMH Pride, and
- Léa Baudin, Head of Digital France at Guerlain and now Head of Marketing at Benefit
Cosmetics France, presenting SHERO.
Focus on Disability Inclusion 4/4

Supporting employment of people with disabilities
Steadfast in the commitment to integrating people with disabilities into the workplace, LVMH has
launched an inclusive program to enhance accessibility, recruit people with disabilities and
provide them with the support that enables them to perform their best at work. The Group values
the unique contributions of people with disabilities to the legacy of excellence championed by its
Maisons.
In 2021, LVMH signed the International Labour Organization (ILO) Global Business & Disability
Network Charter and fixed a target of increasing the percentage of people with disabilities in its
global workforce to 2% by 2025 . We were at 1% in 2020. The target is to double the number
of employees with disability globally by 2025.
In the following article, you will deep dive into the importance of the Disability Inclusion topic
with Jean-Rémy Touze, from LVMH’s Disability Inclusion Office.
What are the key roles of Disability Inclusion?

Jean-Rémy: Some of the key roles of Disability Inclusion at LVMH are
 Ensuring that disability issues are addressed by teams at all levels and in all countries
 Improving understanding of the situation in each geography
 Identifying local challenges for people with disabilities and facilitate communication
among our HR teams worldwide
 Helping the Maisons implement global disability policies while also supporting them in the
development of local programs
What are the effective actions?

Jean-Rémy: Some great programs have been introduced in several countries on an local basis.
The aim now is to expand the scope, so we’re trying to provide the Maisons with a methodology
for replicating these initiatives elsewhere and widespread the implementation of these programs.
An initiative began at Sephora in the United States in 2017. Over a period of just a few years,
Sephora USA increased the percentage of employees with disabilities in its distribution centers to
10%, while also achieving a very good productivity rate.
In France, a work-linked training program was launched to promote the ongoing professional
development of people with disabilities. Since 2014, 102 people with disabilities have been
offered a work-linked training contract at the Group’s Maisons.
How does LVMH create attractive career opportunities?
Jean-Rémy: In developed countries, individuals with disabilities have 50% less chance on
average, of obtaining a degree. Work study programs can help close that gap and create
attractive career opportunities.
Another noteworthy initiative, relating to high-level disabilities, is the project undertaken with the
French non-profit “Vivre et Travailler Autrement”. The aim is to integrate people with severe
autism – who have difficulty with things like speaking and reading – into the manufacturing teams
at the Guerlain plant in Chartres.
How do you overcome biases?

Jean-Rémy: More than 2,700 employees with disabilities already contribute to the excellence
achieved by our Maisons in a wide variety of functions, including customer experience.
To change the way people see disability, we need to overcome persistent stereotypes and
misconceptions. Some people still believe, for example, that luxury goods and disabilities are
incompatible. However, at LVMH, an employee with disability is not limited to a specific area and
could work in a store, a workshop or an office, just as they might hold a management position or
be at the very start of their career.
How does the Group support the community of people with disabilities?
Jean-Rémy: LVMH is committed to ensuring that disability doesn’t constitute a barrier to
recruitment, promotion or talent development and should be normalized.
The Group is honored to work with impactful partners to support this community. LVMH supports
Runway of Dreams, a non-profit organization that works towards the inclusion of people with
disabilities in the fashion industry.
People with disabilities make up 15% of the global population. Disability is therefore an ordinary
part of life – of our lives!
Preserving unique Savoir-Faire

Passing on our savoir-faire to all generations
LVMH and its Maisons are the custodians of an unparalleled heritage of time-honored
craftsmanship and creative skills, and take great care in protecting and developing savoir-
faire that has sometimes been passed on for centuries.
Preserving these métiers and their traditions is essential to the enduring success of LVMH.
The skills of our artisans guarantee the excellence that goes into crafting our products. This
savoir-faire constitutes a unique, intangible heritage that lies at the heart of our appeal and aura
around the world.
Since 2014, with the Institut des Métiers d’Excellence (IME), a vocational training program with
a work-study format, LVMH is committed to protect and pass on to new generations the unique
heritage of savoir-faire and craftmanship skills that make the success of each Maison in the
Group.
The IME currently offers different courses in creative, craft, and retail professions in France,
Switzerland, Italy, Spain, Japan and Germany. In each training track, students take both
technical and theoretical courses at partner schools, combined with on-the-job experience at
LVMH Maisons.
The Métiers d’Excellence LVMH gather 280+ professions in Creation, Craft and Client
Experience, representing over 100,000 collaborators worldwide.
Within the program, Maisons offer unique Masterclasses to promote hands-on immersion into
different professions. In this podcast, Frederic Bodenes, Artistic and Image Director at Le Bon
Marché, and Emilie Labarussias, newly promoted Première Main Qualifiée at Atelier Christian
Dior Haute Couture Flou, share their experience holding a Masterclass and taking part in the
IME program, respectively.
Test yourself - The final quiz of this

second module!
A 10-question quiz to assess your understanding of the
main stakes regarding Luxury and Society.
Welcome!
You can now access your next module, Creation &
Branding
Dear learner,
Let's now jump into your new discovery with the behind-the-scenes of Creation & Branding.
Luxury is synonymous with creativity, and at LVMH, innovation and creativity are fully part of
our culture.
We believe that the uniqueness and the desirability of our Maisons are intrinsically linked to the
ideas and creative thinking of our teams, who shape the future of our Maisons while leveraging
our exceptional heritage.
Creation in the Luxury Industry

Get a 360° overview of this crucial stage with renowned
professors.
Creativity in the Fashion Industry
What is creativity? How to foster it?
Tuomas Laitinen, Director of BFA Fashion Design and MFA Fashion Design and Arts Program
at Parsons Paris - The New School, shares his definition of creativity within the fashion
industry, and proposes practices to foster one's creative spirit.
Focus on the Creative Process

A must-have for Designers
Alice Litscher, Head Professor of the Master of Arts in Fashion Design, Major in Image,
at L'Institut Français de la Mode, details each of the three crucial steps of a creative
process: collecting, experimentation and making.
Creative Design and the ASCEND

Framework
Learn about the common path to creativity with Thomaï
Serdari, Professor of Luxury Marketing, NYU Stern School
of Business.
Join Thomaï Serdari, Professor of Marketing and Director of the Fashion and Luxury MBA at the
Leonard N. Stern School of Business, New York University, as she explains ASCEND, a
framework she designed to organise our understanding of creativity.
Thomaï Serdari has been studying the luxury markets since 2008, although her earlier career in
design and art was the foundation of her academic work. She maintains that the
most successful luxury companies uphold their advantage in the market because
creativity is in the core of their strategic planning. Her academic work stems from the
analysis of several of these companies and, based on her research, she designed a framework
that organises our understanding of creativity.
Have you ever wondered how the most innovative creatives come up with
their ideas? Would you have expected that all creative works, even though
they come from different inspirations and are executed by different designers,
are all based on a common path to creativity?’
Her analysis of both historical and contemporary examples of groundbreaking designs, whether
in fashion or any other creative field or Luxury Industry, showed a very interesting process that
takes place consciously, but mostly subconsciously, and that allows the designer to overcome
the challenge of breaking out of the restrictions that come with the tradition of a particular
design field. Thomaï gives a work example of the celebrated historical designer, Charles
James (1906-1978), an Anglo-Saxon who was dedicated to haute couture and craftsmanship
and was much praised by the most renowned names of his time, such as Paul Poiret (1879-
1944), Elsa Schiaparelli (1890-1973), Coco Chanel (1883-1971) and Christian Dior (1905-1957).
While James had tremendous dexterity with form, he did not simply try to invent new forms for
the sake of novelty. He thought deeply about the changing roles of women in society and
particularly their new callings and aspirations.
James was a great revolutionary; he actually set into motion a framework that accurately
defines how the evolution of thought pushes forward the evolution of humanity through
the invention of new principles, new technologies, and new designs.
For Thomaï Serdari, all creatives can take their designs to the next level of innovation by
focusing the beginning of their design process on the field of the Arts, where abstract and
philosophical ideas offer an unlimited potential of applied solutions and brand differentiation.
Rather than looking at the work of competitors, she recommends to delve deep into an area of
research that interests you and follow the scientific and engineering developments that
influence design. This is how one gets to the next big idea that can be translated into original
solutions to old problems.
Your immersion into Creation and
Design at LVMH
Discover how creation is at the heart of our Maisons' daily
activities.
From Design to Creation with Bvlgari
Behind the scenes of a Bvlgari watch
Fabrizio Buonamassa, Bvlgari's Watches Creative Director, explains the design process of
creating unique, simple, and yet iconic products. As of today, Fabrizio Buonamassa has been
promoted to Product Creation Executive Director within the Maison.
Hublot's modern reinvention of

traditional watchmaking
From ideation and prototyping to manufacturing
A thrilling name for collectors and watchmaking connoisseurs alike, Hublot wields the art of the
unconventional. Founded in 1980, the Maison bridges audacity, tradition and innovation, all
in a day’s work. Emmanuel Missillier, Industrialisation Manager, and Patrick Cibien,
Technical Director of Movements, lift the veil on what it takes to birth desirable yet wearable
timepieces that continue to defy convention.
A glimpse into a day of a Watchmaker at Hublot

Watchmaking enthusiasts will agree that a timepiece contains a universe of miniaturization and
precision. Hublot’s “manufacture movement” channels the many know-hows within the
Maison. It is entirely designed, produced and assembled in-house and most of the components
and cases are produced on-site.
Far from the age-old image of the lonely watchmaker tinkering away in his workshop, a regular
day at Hublot involves interacting with many different colleagues. Patrick Cibien describes
daily interactions this way:
“We are in constant interaction with the manufacturing and product

departments... Every day is full of exchanges with the whole company. A
typical work day does not exist at Hublot.”
The design and laboratory units reflect the watchmaking process: from ideation and
prototyping to function optimization, product approval and manufacturing. The two teams are
responsible for every single Hublot watch that comes to life.
“A movement is born from the close collaboration between these two teams,
from their permanent dialogue, in the desire to constantly perfect the product.”
How to tackle the challenges of modern watchmaking
Quality and continuous improvement are at the forefront of Hublot's mission. A large part
of fine watchmaking revolves around efficiency and optimization. The laboratory evaluates each
design for functionality and longevity. However, the real test happens once the watch reaches
its owner’s wrist, this phase of live observation is an integral part of product development.
There are many parameters to balance in the product development process, and each
stakeholder holds a different perspective.
Hublot is a verticalized Maison where all the essential trades of watchmaking are brought
together under one roof. This means that collaboration is key and that each team member
typically juggles several projects at once. Hublot is always working on multiple different
designs while striving to improve on the existing models. This is reflected in the responsibilities
for each role, which Patrick Cibien describes as a trifecta of skills:
“Designer, draftsman and project manager, a single person holds these three
functions at Hublot. Six to thirteen years of seniority are common, experience
is important in our sector.”
About forty movement studies have been finalized so far, and the Hublot teams are already
working on projects that will come out in two or three years, perhaps later.
When heritage meets innovative ambition

At only 42 years old, Hublot holds an unfettered dynamism and seeks to reinterpret technical
watchmaking in a modern way, always looking towards the future.
Hublot’s range of watches combines technical feats, efficient production processes and
desirability. The Maison constantly strives to develop a coherent yet innovative product
line. So, it is a case of striking an ideal balance between a feasible product and an attractive
one.
“The vitality of the factory and its ability to constantly offer modern products is
pulling us in that direction.”
Patrick Cibien, Technical Director of Movements
One or two years of preparation are necessary to create a mechanical movement, from the draft
to the production process. This relatively quick turn-around time in the art of watchmaking is due
to the Maison’s youth. “It is an art, a craft that has existed for 350 years and is constantly
changing,” summarizes Emmanuel Missillier.
Why pursue a career in watchmaking?

“I love the creative and technical side of design, doing different things, pushing innovation and
the fact that we are different,” explains Patrick Cibien who was born in a family of watchmakers.
He considers being a watchmaker a big part of his life’s balance.
Watchmaking is a career that is not often considered but is intensely in demand. Working with
hand-made products carries a romantic aspect in comparison to a typical desk job and the
necessary skills to become successful in this trade are some that many possess. Soft skills
such as problem-solving, patience and discipline paired with being creative and curious
are beneficial for aspiring watchmakers. It is essential to think outside of the box and envision
the future of a centuries-old profession. As a seasoned watchmaker, Emmanuel Missillier
showcases these skills through his passion for mechanical techniques. He considers the
Maison’s mission of taking watchmaking into the future as a unique asset:
“Offering new innovations is a watchmaker’s daily role in the laboratory. A

watch movement is a marvel of mechanics, some parts measuring a few
tenths of a millimeter; at the end of the chain, they must interact with each
other. This tiny world is a source of wonder. At Hublot, we work with state-of-
the-art devices and tools to reinvent it.”
Beyond Watchmaking, Hublot offers endless opportunities across multiple job fields. Teams are
always looking for new professionals to join their Maison from Engineers, Technical Managers, to
Project Managers alike.
Leather Goods Design at Louis Vuitton

Unlimited creations
From designing Louis Vuitton’s trunk collection to working on fashion pieces for the
catwalk, Louis Vuitton's Senior Leather Goods Designer, Sigrid, gives the lowdown on her day-
to-day activities, and on how every project starts with research and sketches.
Creation of windows, events and

runway shows at Louis Vuitton
Discover the Visual Image Studio.
Faye and Ansel, could you please explain your role at the
head of Louis Vuitton’s Visual Image Studio?
The Visual Image Studio is responsible for all of Louis Vuitton’s store windows worldwide; there
are currently 460 Louis Vuitton network windows all over the world and 14 Maisons or flagship
stores. The Studio also ideates, creates and produces other three-dimensional projects, including
brand elements such as exhibitions, runway shows, temporary spaces, digital projects,
and facades.
How could you describe your creative process?
Our process starts with collaboration and creative freedom: we are really fortunate for not
having rules regarding the creative process, so we approach all of our projects in different ways.
For example, an idea may originate from something we find in a flea market or bookstore. We
travel a lot [when we can], and we work closely with our communications, product, marketing and
digital as well as the local store teams along the design process, as this can enable projects to
develop in a wider variety of directions.
Ultimately, we aim to deliver work that is consistent and extremely sharp in its outcome so that,
no matter where a client travels in the world, they have a qualitative and exciting experience with
the brand.
We work in a variety of ways that stimulate the creative and development process.
Whether that is through the use of mood boards, which is a great way to move away from a blank
page, through to modelling, illustration and rapid prototyping. Sometimes we will work three-
dimensionally and occasionally move straight to a digital means of development, although
ultimately, concepts are developed through discussions with our team.
Which has been the most memorable of all your schemes

for Louis Vuitton?
We always tend to think of the most recent [or whatever we are currently working on] as the most
exciting! However, thinking of past schemes, one of them has to be a scheme we produced in
conjunction with Frank Gehry a few years ago.
Gehry is someone who we had always admired and was incredibly collaborative and very
generous with his time, enthusiastic about the project and welcomed us with open arms. We
spent a lot of time in his studio in Santa Monica in Los Angeles, which was the most inspiring and
amazing place to be.
How long does a scheme take to develop?

We usually work about a year in advance of installation. Some schemes take a bit more time
to develop, and others happen quite quickly. We find, some projects take a little more time to
develop, and other projects will go on hold until it is the right time for the brand. Timing is
everything for a brand such as Louis Vuitton, although we are quite intuitive when it comes to
knowing when a project feels right for us. Being a fashion company rather than purely Leather
goods, we have to be a little more reactionary, therefore Fashion shows, which happen in
October, will lead to a scheme for the following February, so the turnaround is only three months.
Hence, we have to react to the themes of the shows twice a year.
Why do you work collaboratively with a range of artists

and designers in your projects?
Not every brand or design studio has the opportunity to work with such incredible Artists and
Designers. We have, of course worked with famous Artists such as Yayoi Kusama, Jeff Koons
and Sol Lewitt who have incredible background stories. We do also work with much younger
Artists and Designers too. It is so important for us to engage with external partners across the
Arts, as it helps to inject a different kind of ‘feel’ to the brand.
Do you think of the windows as the most important

element of the store?
I think we have been trying to design our way in and out of the windows. We know that they are
important as windows are wonderful places to showcase emotions, to engage clients and
to make the city a bit more of an interesting place to be. We do play with them, we push the
boundaries, and we love to dare!
How do you manage to deliver such consistency across all

your stores internationally?
Every store is drawn digitally, and all of our designers work three-dimensionally with Computer
Aided Design drawings, so that all of our stores are modelled as a digital space.
Every project we work on, whether a window or a façade, for example, has been produced
digitally in advance, as not all stores are architecturally the same size and shape. Furthermore,
we aim at working closely with local markets and we do our best to source the producers with
the right know-how to produce our schemes locally. This network is growing constantly, yet we
do have very high standards and, as we produce everything digitally in 3-D, there is no margin of
error.
We also split the stores into what we call Network stores and Maisons. The network stores are
the smaller stores and the Maisons are the sites such as the ones on the Champs Elysées Paris,
5th Avenue, New York, Plaza 66, Shanghai, New Bond Street, London and Rodeo Drive, Beverly
Hills and then we have our store in Paris at Place Vendome which we treat slightly differently.
This one is where we test ideas, where we might add a scheme to be tried out.
How is sustainability at the heart of your design and

production process?
Louis Vuitton products are designed to last. At every stage of the creative process, we analyse
the environmental impact of our creations throughout their entire life-cycle, constantly
challenging ourselves to find creative solutions.
We do this in a variety of ways: by reusing existing materials for the creation of window
schemes, by re-using previous schemes in new incarnations and by constantly questioning
materials and production techniques.
To give you some examples, in the last two years we have created a scheme which was inspired
by, and re-used elements from the Ready-to-wear show; another that used surplus Leather from
the patrimoine; for our Shoal of Fish window we worked with Parley for The Oceans to use
sustainably sourced materials for production in China, and 100% recycled material and ‘green’
chrome finish for the European production. We have re-used bespoke window creatives in
stores from London to Saint Tropez and then from Sydney to California. And our Virgil Abloh
mannequins have had their lives extended far beyond a single season by being resprayed, re-
purposed and even sold to collectors as art pieces.
Committed to circular creativity, we imagine innovative creative circularities in order to further

extend the sustainability of our products. By 2025, 100% of our event and window materials will
be reused or recycled.
What advice would you give to someone who would like to

join your studio?
Be open to inspiration, even in unexpected places. Focus on telling great stories in
an engaging way. Do not limit yourself in your creative process. Whatever you do, do it
with joy and authenticity.
Creation of a Perfume at Guerlain

The nose behind Guerlain's perfumes.
As chief “nose” for Guerlain's perfumes, Thierry Wasser talks about his passion for fragrances
and explains the perfume-making process, from his inspiration to the pursuit of finding
exceptional raw materials.
[INTERVIEW TRANSCRIPTS OVERVIEW]
LOUISE (interviewer): His name is Wasser, Thierry Wasser, and he’s been the nose of Guerlain
since 2008. He is a charming man with astonishing old-factory abilities, who’s also known to be
down to earth, a guy who loves meeting authentic human beings, and I am lucky enough to be
sitting right opposite him. Hello, Thierry, how are you?
THIERRY WASSER: I am good, I am the lucky one.
L: Thank you very much, I am feeling great already, this is starting nicely. What fragrance are
you wearing today?
T: I wear Habit Rouge, eau de toilette, since I’m 13.
L: And why?
T: Oh, that’s a long story.
L: Oh, come on, tell us a little bit about that story.
T: Alright… So, when I was 13, at school all my little comrades had little mustaches and little hair
on the chin, and I haven’t. And, you know, kids at that age, or kids generally speaking, are not
forgiving. I wasn’t exactly bullied, but, you know, I was marked and pointed out and sorted out
because of my baby face. And a friend of my mom, who was a very strong masculine figure for
me, was wearing this cologne. And I stole it. And, believe it or not, but my attitude
changed. And eventually my perception changed. I didn’t grow any hair in any way, but I was
that little man!
L: You still had a baby face but you actually completely changed your attitude.
T: Yeah, but, today – if you have a school reunion with all those ugly kids: they are bald, they
have a belly – so that’s my revenge. But, at the time, my answer to that was obvious.
L: Okay, and you’ve stayed with that perfume all the way through?
T: It worked at the time.
L: So it’s still working today, right?
T: I do believe so.
L: So I believe you get to travel the world, meeting the most incredible people, producers of all
sorts of the different raw materials – absolutely incredible. Would you say you have the best job
in the world?
T: Yeah, I strongly believe that.
L: Maybe you can tell us a little bit, to start with, about some of the amazing people that you’ve
met along your way?
T: Louise, there are so many.
L: I don’t know where to start!
T: Yeah, because each trip – it is its own experience. And when you do go back year after
year, to the same places… you have friends everywhere. And it’s very difficult to sort out which
friends you like better, but experiences are basically extensively human. Because you don’t
buy jasmine rose or sandalwood, you buy jasmine rose and sandalwood from somebody. And if
you do love that somebody, you cannot believe how easy it is to conduct business and to have
exactly what your wishes are. I am sure we buy the best sandalwood in the world. I am sure that
we have the most beautiful rose in the world because of those relationships. Examples?
Well, there is, in the North Australia, where sandalwood’s growing, big, giant man who I call
‘Santa Claus’, because he’s bearded, he’s big, he’s loud, and he’s… Santa Claus. And every
time I go there, it’s like 40 degrees Celsius, the humidity is around a 100 percent or even more, if
it exists. And he rolls his own cigarettes. And he said: “Oi mate!”
L: That’s a good accent!
T: “You want one?” And he’s got such a huge tongue with so much saliva, it’s disgusting – that
cigarette! But you take it and you smoke it, because he’s your friend. And every time I smell
sandalwood…
L: “I think of him!”
T: I’ve got a picture of Santa Claus with this handmade cigarette. Anyway, I don’t know, but these
human trip, which is constant, it could be in-sourcing trips. But it is in my factory outside Paris,
too! You have those characters and that’s what makes you believe in what you’re doing. So
that’s… okay, Santa Claus – I mean, I don’t know, do they seem stupid, those stories?
L: No, I love it!
T: To me, they matter.
L: They do matter, and I think they matter to anybody who’s listening as well. So, let’s talk about
the creation process: when you actually embark on the creation process, where do you start? I
mean, where does the inspiration come from?
T: It comes from everywhere and anywhere. I think, as a perfume designer, or creator, I’m not
keen about “creator”. It’s “designer”, or whatever… “perfumer”…
L: Why does it bother you, that word, then?

T: Well, I had once met mister Lagerfeld, who was in front of a crowd, and one person asked him
about his way of looking at creation, as a creator. And his answer was: “Only God is the Creator,
I’m just, you know, designing things on paper”. And I do believe the same! So, I would say
“designer”, I would say “perfumer”, but…
L: Okay, so, when you are designing…
T: Inspiration is, for a designer, about feelings you want to share. To me, it is
a communication tool: you write a formula like you write a story. Then, if you write a story, it is
always a little bit, more or less, personal. And if you are not engaged in the moment, if you are
not engaged in your life – you live next to your own shoes. How do you want to remember those
moments? So, I think creation comes from little details, little experiences, that you will be
able - when you are back with your creative hat - to recall. And it could be a landscape, it could
be Santa Claus, and these cigarettes - it could be a lot of little things which makes you, or
triggers in you, the imagination to get the story started. And after it’s easy.
L: Okay. Can we maybe take an example – La Petite Robe Noire? In all of our minds, the little
black dress is the thing that, like, all women must have in their wardrobe – I mean, it’s classy, it’s
beautiful, it’s black. How do you start? I mean, do you sit together as a team and talk about it,
or…
T: Well, first of all, you have to understand where the concept comes from. And, obviously, I
didn’t come out with a concept as such. Even in my wildest dreams I don’t wear little black
dresses, right?
L: I don’t know, but yes, I think. Just joking, of course.
T: Me too. Because I do! But, so, this concept came out of Ann-Caroline Prazan’s, the marketing
director for fragrance, head. And, frankly, you say: “Can we invent a fragrance around the
concept of the little black dress?” Frankly, you don’t get it, you think that marketing people are
insane, et cetera, et cetera. But if you think twice, you say: “Huh!”, and that’s a detail which
triggers your imagination. How funny is it for a beauty house to hijack a fashion icon and design a
fragrance out of it. And this is, I think, where the sparkle was, and really started the whole
process, or the train of thoughts leading to it. Very easy – you said it! Little black dress is black,
okay, so what does smell “black”? Go ahead!
L: What smells “black”? I don’t know… something with a deep, dark scent to it? Something… I
don’t know, I am not very specialized in this subject, but a dark…
T: Louise, don’t think too much. Alright, I’m going to help you out.
L: Yes, help me out, yes.
T: Black cherry, black tea, liquorice – for example. They are black, and, I mean, obviously – as a
material, liquorice is black. It’s kind of easy but that’s how I function - I’m not a very complicated
man. So, you take cherry, tea, liquorice… then, eventually, something dark, like patchouli, or
tonka bean – well, you’ve got 5 raw materials which gives you exactly the skeleton of what
it is.
L: I see.
T: And after, as I said before: you need to recall a memory or you need that sparkle, and
after it goes so easy! And those 5 materials defining the little black dress are what makes Petite
Robe Noire.
L: When you are designing, because I am not going to use the word “creating” anymore, but
when you are designing, I mean, are there specific rules, things that don’t really go together?
T: Now that’s the marvel of that trade – that there is no rules. And that makes it also very
complicated. It is not scientific, there is no alphabet, there are no rules. Not only there is no
alphabet, there are no grammars, so you tell a story with words that you know, but there is no
grammar.
L: Can we get lost though?
T: Yes, indeed. And I spend days being lost.
L: What do you do when you are lost?
T: Well, you don’t even know you are lost. That’s the thing – somebody else tells you: “Hey! What
are you doing here? You are lost!”
L: What’s the “Wasser touch”? Is there a “Wasser touch”?
T: Well, it’s not for me to say because I don’t know it. I mean, if there is, somebody else who
knows my work would say: “Well, well, this is Wasser’s” blah blah, but I don’t know.
L: Do you know what people say about you though?
T: No.
L: You are not interested in that?
T: It’s not that I am not interested, it’s just that I don’t know. I mean, people don’t come out to you
and say: “Oh well, you are this or you are that, and I love you for this”. Sometimes, yes, “I love
you for this and that”, but basically you don’t know what kind of image you project on people’s
mind.
L: So then, what are your tastes, I guess? What do you like?
T: I am very versatile, I mean, that’s also maybe why it’s difficult to eventually figure out the
style. Because I change, I enjoy, I don’t think too much. So, it’s easy to get lost that way, but it’s
also very easy to have different horizons.
L: Of course. What’s the most challenging of your perfumes up until now? What was, maybe, the
perfume that gave you the most headaches? Or the most joy?
T: Joy… Every fragrance is a baby of yours, so it gives you joy. But indeed, there are times of
labor which are more or less difficult.
L: Each pregnancy is different, yeah.
T: Indeed, I guess. I mean, how would I know, but yes. So, we are back to being lost. It’s difficult
when you have an idea, since there are no rules in what you are doing, to get to the point where
what is physically in a bottle matches your idea. So, it can be years, and years, and years of
trials and errors to get to that point where you are happy. And also – when do you stop? When
are you happy? I mean a 100 percent happy, so happy from this piece of heart that you
managed to create, alright? It is very difficult. Ask a painter, when, especially in abstract art –
when is it over? When is it done? When are you happy? Here, it’s the same thing. But
fortunately, you have the business who tells you, you know, by May 15th, 2019, we have to
launch that fragrance. So, obviously, it’s like the painter again who says: “Well, there is a grand
opening at a gallery, and I need to have some painting ready for that opening”. So, it helps you to
make or to take some decisions, but it’s always difficult.
L: We need deadlines.
T: We all do. Otherwise, you can procrastinate, or you can find excuses, and you say: “It’s just
not cooked yet!” Well, come on.
L: In your personality, in the way you work, are you a loner, or you need to be with your team
often? How do you work?
T: Both. The creative process is lonely. And Lord, my load is heavy! [laughs] I hate that, because
it’s not in my nature to enjoy today’s loneliness. And you need an outside eye with a perspective
to give you a sense of what you are doing, and eventually a horizon. If you are too much into
what you are doing, you cannot see very far. And eventually, guess what? You get lost.
L: Yes, of course.
T: So, I have strong opinions. The design is not a democracy, at all. So, yes, it is lonely. But
look – I am 58 and I started at age 21, so I’ve been around for a while. I am no spring chicken no
more. And the older you grow, and you trade is your “it is”, because more than anything, what
helps you is your experience.
L: Of course.
T: And it becomes for me, strangely enough, easier and easier by the year, to express myself.
L: That’s great! Thank you very much Thierry, and we’ll continue talking about creation and
emotion in another episode.
Your immersion into Luxury Brand

Management
Building iconic and desirable brands
About Brand DNA
The essence of a Luxury Brand.
Sonja Prokopec, Professor of Luxury Brand Management at ESSEC Business

School, uncovers why and how brands focus on building a strong brand identity, also known as
‘Brand DNA’.
Brand Codes
Great assets to build a brand.
Let's stay with Sonja Prokopec, Professor of Luxury Brand Management at ESSEC Business
School, to deep dive into Brand Codes, how they differ from the Brand DNA, as well as
the many forms these can take.
Product superiority: an asset for
branding
Discover how some product features become key branding
elements.
Product superiority can originate from multiple facets: from raw material to craftsmanship to
resulting comfort, refinement in design, etc…It is also essential to acknowledge that a luxury
product aims at reaching perfection, but on selected dimensions. For instance, a watch may
have an exceptional complication but be heavy, which could be seen as a disadvantage by
some. A sports car will aim for performance in terms of speed, but may be perceived as noisy.
Let’s now look at features of product superiority that became so iconic to brands to be
perceived as key elements of recognition for brands today.
 The most obvious one would be exceptional design. At Porsche, for instance, the
Panamera or Cayenne models borrow design elements from the emblematic 911 as a
way to establish proprietary “Porscheness” in different categories such as SUVs. The
same goes for the Louis Vuitton iconic trunk, whose exceptional design has
been expressed in another category with the mini-trunk.
 Craftsmanship at its finest can also become iconic in itself. For instance, the Berluti
patina that beautifies Berluti shoes in a unique and proprietary way, allowing endless
latitude for variety, provides Berluti with a signature, often copied but never
equaled because of the authentic skills behind it.
 Exceptional raw material can become iconic. Think about Loro Piana's reliance on the
vicuna, which became almost proprietary to the brand thanks to their efforts in
protecting this camelids species.
 Developing exceptional usage value can also translate into iconic assets. Louis
Vuitton's trunks are an excellent example of the exceptional usage value: the “library
trunk” is designed for the specific needs of writers and bibliophiles, including Ernest
Hemingway himself who got his ideal trunk designed with secret drawers and snug
shelves. More generally, Louis Vuitton bags are designed for exceptional usage: for
instance, the steamer bag is a small handbag designed to fit inside steamer trunks on
boats.
 Finally, exceptional performance can also ignite brand recognition. Louis Vuitton again,
revolutionised luggage locks with a unique and ingenious locking system that
transforms travel trunks into real treasure chests. The Vuitton lock is hence iconic of the
brand, alongside the coated canvas which conveys lightness yet resistance to the bags.
In a nutshell, over time, elements of product superiority, proprietary to the brand,

may become iconic features making its products recognisable across categories. They thus
progressively become key branding elements.
Brand relevance via collaborations and

curations
How and why do brands collaborate?
How can a brand stay relevant in today's overly saturated market? What innovative marketing
strategies can brands engage in to capture consumers who have more choice than ever?
Many luxury brands have been able to stay relevant via two main strategies - one being
collaborations and the second one is evolving as we speak, and it's only implemented by the
most innovative companies in the Luxury Industry – this is the strategy of providing curation
above and beyond the brand.
So let's talk about collaborations.

Collaborations can involve two brands collaborating together on a capsule collection; they
can involve a brand collaborating with an event (these are usually referred to as
sponsorships), a brand collaborating with an artist, an influencer or a brand collaborating
with an institution (like a museum). The possibilities are endless. Collaborations have been a
great way for brands to explore new aesthetics and bring together customer bases.
Collaborations are also a fantastic way to refresh a brand. Reports from McKinsey show that
collaborations are the most effective way to recruit new customers into the brand… Most of the
first time purchases for millennials include collaborations.
Probably the most successful collaboration to date took place between Louis Vuitton and
Supreme.
It was released in a series of exclusive drops and the Supreme signature red colour was on full
display with a series of monogram bags, shoes and accessories. Despite occupying opposite
ends of the industry spectrum, luxury and streetwear, the collection seamlessly merged DNA
of both brands and still today boasts a very high resale rate. After this first iconic collaboration,
Supreme has continued to be a brand of choice when it comes to collaborations for several other
LVMH Brands, Rimowa in 2018 and then Tiffany and Co. in 2021. The success of the
collaboration between these two brands is evident in how strongly the consumers desire the
collection – the Supreme X Rimowa red and black suitcase EU drop sold out in less than 30
seconds! Rimowa has reenergised their brand and acquired an entire new customer base of
luxury and fashion enthusiasts via many exciting collaborations which include Off-White, Anti
Social Social Club and Fendi.
For Tiffany and Co. the collaboration with Supreme, named “Return to Tiffany®” was inspired by
original designs from the 1960s and engraved with the iconic “Please Return To” but instead of
the Tiffany & Co. New York code, it now says Supreme. The purpose of this collaboration is for
Tiffany & Co. to tap into the youth market and give the brand a more contemporary and fresh
feel.
Another great example is the collaboration between Dior and Nike. Dior Homme teamed up with
Nike to unveil the highly sought-after Air Jordan Dior sneaker, even though they had to postpone
their international online draw by a few months due to the coronavirus pandemic. 5,000,000
people registered on the micro site set up for the launch, even though the brand only produced
13,000 pairs of sneakers with 5000 pairs offered to top clients. These sneakers were priced at
around $2000 for the low top versions, a much higher price point than the original Air Jordans.
What is important to remember is that luxury brands no longer sell just their brand. In a new
era of consumer expectation for shared values, brands are curating platforms to function as
tastemakers to extend their own brand halo into the wider cultural world. Consumers are
interested in discovering new brands, unique storytelling and in cultivating tastes. So what you
find is that brands are taking a step forward in how they are engaging their customers by
offering not just their brand curation but a wider curation that fits within their brand
universe.
For example, Stella McCartney reopened its London flagship store in April 2021, with a space
that they called StellaCommunity friends, with the purpose to host a different local business each
week, featuring beauty, art, music, food, live-streamed talks with special guests and skincare
treatments from Dr Barbara Sturm and Face Gym, among others. The initiative was the start of a
new global rollout, with the goal of turning its stores around the world into a hub for local
businesses and consumers. Brands like Gentle Monster recently opened a new flagship store in
Seoul, featuring products from other brands alongside its eyewear. This has resulted in their
quickly becoming a local influencer hotspot.
Extending your brand to include new products only works if there is a synergy and it adds
value. Unlike Alibaba or Amazon, which sell everything, a luxury brand will have to be careful
about the brands that they bring on. A curated assortment is crucial!
Experiences as a key lever to engage

customers
A key challenge for Luxury Brands.
Consumers used to let brands do the driving. They would get into the back-seat, and let the
brands lead the way. Each brand had a story to tell, and by choosing one over another,
consumers were effectively buying into one brand’s narrative and letting it speak on their behalf.
A purchase was a form of self-expression. One might say you were what you bought.
Today’s consumers, however, want to take the wheel. With a wealth of knowledge at their
fingertips and the world at their feet, they are telling brands where they want to go and how they
want to get there. Of course, luxury consumers are still looking for craftsmanship, functionality
and design. But, more than ever before, they are also looking for a shared experience with
their favorite brands.
This shift, as consumers spend less money on tangible things and more on experiences,
represents a critical challenge for luxury brands. Their consumers are expecting more than
just the best quality, so luxury brands will need to give them the experience they are looking for,
whether online or in stores. In other words, what we call ‘experiential marketing’ has become a
must.
So here are the three keys to engaging today’s luxury consumers through experiential marketing.
Speak to their hearts: delight them!

People used to experience the world in superficial ways. Travel was about seeing many
countries for short stays and getting snapshots of the top attractions. Luxury travelers tended to
stay in five-star hotels that offered rather uniform, European-style service, regardless of the
location. Shopping abroad often meant going into the same European boutiques found in most
major metropolies around the globe.
Today, millennials are driving major changes in the travel and retail arenas. They are searching
for authenticity: a local, in-depth experience outside the beaten path. What we were seeing in
pre-Covid travel is that millennials were more likely to stay at an Airbnb to experience the city like
a local and search out foods, wines and unique products made by local artisans. They want to be
immersed in an experience that they will carry in their hearts for a lifetime… and the pandemic
has contributed to accelerate this trend even further.
How does this translate to luxury retail?
The DFS Department Store in Venice, Italy, offers us a striking example of experiential
marketing that helps brands speak to consumers' hearts. In the restored and revitalized T
Fondaco dei Tedeschi, one of the largest buildings in Venice, architects Rem Koolhaas and
Jamie Fobert have meticulously respected Venice’s unique heritage while integrating touches of
modernity. With an entire floor dedicated to exhibitions and events open to the public, they have
created a new cultural hub for Venetians and tourists alike.
You do not just go there to shop, you go to be immersed in an experience. In 2021, with the
paradigm shift due to the pandemic, the Fondaco has also reinvented itself via online channels
that complement and, if necessary, replace the physical retail experience: in this way, customers
can be delighted through new technologies that allow consultation and shopping experiences
close to the physical ones.
Art speaks to observers on an emotional level. Studies have found that exposure to art can
even reduce stress! Art piques curiosity too: today’s consumer wants to learn and understand the
artistic process. Art offers a powerful axis through which to speak to the hearts of
consumers. Some brands have launched dedicated museums, like the Louis Vuitton Foundation
in Paris, for example, which makes art an integral part of Louis Vuitton's brand storytelling. The
Christian Dior Exhibit at the Musée des Arts Décoratifs offers another striking example of art
taking a central place in a brand’s ecosystem and helps legitimize the founder as an artist in his
own right.
Chaumet launched an exhibition within their own beautifully restored salons at 12 Place
Vendome in Paris. The exhibition was titled ‘Joséphine et Napoléon, une histoire
(extra)ordinaire’, and was set to celebrate their life together and to mark the bicentenary of the
Emperor's death in 1821. The exhibition featured 150 pieces of jewelry, paintings, works of art,
correspondence and illustrated documents between the two lovers, who were known to write
exquisite love letters to one another, yet again immersing us in the story of the Maison.
But the luxury-art union also unravels through other forms of collaboration and
creation that go beyond museum exhibitions. Dior has repeatedly brought its own creations to
ballet, such as those for Philip Glass-composed ballet in Rome.
Guerlain, on the other hand, inaugurated a few years ago a women's solidarity project that
speaks through images, those of photography. ‘Femmes en regard’, in the series in May 2021,
was a dialogue between conferences and photography exhibitions staged at their boutique on
avenue des Champs-Élysées in Paris, meant to give voice to the exhibited artists. All examples
that reinforce the idea that art and luxury go hand-in-hand.
Speak to their minds – Entertain them!

Storytelling is one of the best ways to engage consumers. Today’s consumers are hungry to
learn about the history of each brand, their creative processes, and their artistic inspirations.
They want to be engaged on an intellectual level but also entertained, both in-stores and
online. This growing desire translates to a burgeoning “content craze”. Content is indeed
key; however, it also needs to be credible, authentic, unique, and fun to fully involve
customers.
Visual storytelling is particularly powerful. Images, for example, offer a shortcut to the
brain: images are processed by the human brain 60,000 times faster than words and are more
readily memorised. Videos are even more effective: people tend to spend five times more time
looking at videos than static images. Plus, when you show a video, studies show that there is
much better recall of the brand. Even very short video content can be incredibly effective.
Storytelling takes consumers on a journey of discovery, even if that journey was only a few
seconds long.
This immersive experience can be created through numerous tools. Christian Dior, for
example, has experimented it with the presentation of Haute Couture by creating short films that
have the ability to engage the viewer and take them into another dimension. With ‘Le Mythe Dior’
(2020) or ‘Le Château du Tarot’ (2021), the clothes from the catwalks blend into a different
universe, where the scenery absorbs and immerses the viewer completely, who is taken into the
world of the Maison.
Tied even more closely to the theme of entertainment, the Maison launched Dior Talks, a series
of podcasts that explore the creative imaginations behind the brand's success and that give a
voice to female artists, athletes, and actresses who have inspired Maria Grazia Chiuri with their
courage, passion and talent, their embodiment of the bold empowerment Dior admires and who
are linked to the Maison through collaborations and projects. In the wake of infotainment, the
public is involved, entertained and captured by a new dimension that opens the door to the brain
behind the myth.
The same can be said for the phenomenon of gamification in a market that is growing by 20%
annually, a phenomenon to which LVMH has responded promptly with the alliance between
Louis Vuitton and Riot Games, where they partnered in the League of Legends game with
branded collections for the characters. A branded entertainment for luxury consumers - a
segment of consumers constantly looking for a new and fresh kind of experience.
Speak to their senses- Immerse them!

Finally, engaging today’s luxury consumers means stimulating all five senses. During a
shopping experience, consumers should be invited to see the intricate detailing and feel the
textures of fabrics. Smells and sounds are equally, if not more important. In fact, with all of the
senses like sight, taste, hearing, and touch, people tend to think before they feel the relevant
emotion. With scent, on the other hand, our brain tends to respond automatically, on a
subconscious level. A hint of Dior J’adore parfume can bring the entire Dior brand identity to
mind, and the effect is even more powerful when combined with a visual cue like a logo or
signature product like an iconic handbag.
A real innovation in this area comes from Guerlain, that developed Mindscent, a fragrance finder
powered by emotion sensors. With the help of technology including neuronal headset and visual
interfaces, customers are invited to a three-minute interactive experience guided by a beauty
consultant. They get to find out which of the Maison’s 110 fragrances is their favorite, the
perfume that brings them the most positive emotional reaction and best matches their
personality.
Several senses can also be combined at the same time for a 360° stimulation, to create
references and associations with sensory spheres that are not directly linked to the type of
product, but that are meant to amplify the consumer's experience. Some of the brands like
Fendi have been experimenting with permanent cafes or pop-up spaces serving cappuccinos
and cocktails in brand- inspired interiors. In a world where everything becomes more experiential,
a dinner or a coffee becomes an expression of the self.
Places can satisfy high-end consumers' senses, making luxury brands true lifestyle brands.
Beneath all of this is science: research published in the scientific journal shows that people
remember about 35% of what they smell or taste, compared to 5% of what they see, 2% of what
they hear and 1% of what they touch.
This type of sensory marketing should take its place within a seamless, omni-
channeI experience: in physical stores, within online ecosystems, using a mobile app, or
browsing through a catalog or on social media, clients should feel engaged with the brand
identity on multiple levels. An excellent example of this is Sephora, which for years has been
integrating technologies that are typically online with offline and vice versa. Just one recent
example is Color IQ, which uses scientifically accurate scanning of skin colors to suggest
suitable products for specific skin tones; or the app implemented in 2018, which uses augmented
reality to digitally recreate your own face and try out products. Sephora is also experimenting
with shops that are smaller in size and physical offering, but with staff equipped with
smartphones so customers can choose among a bigger range of products and pay directly.
Each piece of the consumer’s experience should be consistent, complementary,

and streamlined. Today, many aspects of our lives have been programmed, streamlined and
systematised. Luxury retailers need therefore to focus on bringing spontaneity back into the
retail environments both online and offline by encouraging their consumers to explore and
inviting them on a journey of discovery.
Brand Management at LVMH

Immerse yourself in various Maisons and discover how to
lead a brand successfully.
Deep dive into the importance of DNA
with Bvlgari
A crucial starting point in building a brand.
Jean-Christophe Babin, CEO of Bvlgari, explains the importance of a strong brand

DNA and compares it to the skeleton of an organisation, as it impacts every decision, from
product development and communication, to the relationship with customers.
Now the floor is yours!

Take some time to think about DNA & Codes in luxury.
You discovered, with Jean-Christophe Babin, the DNA of Bvlgari and its positioning. Let's
practice!
 Choose a brand of your preference from the LVMH Group.
 Try to understand the Brand’s DNA (founder, founding act, era, the key clients, shaping
events) and find what are those elements (codes & symbols) that make the
brand unique, memorable and easily distinguished.
You can visit a boutique, go on the internet to browse through the brand's website.
 Explore how those codes and symbols are illustrated across different communication
channels (whether it is in the retail experience, and other distribution channels, offline
and online media, social media etc.) and try to capture that in the grid provided here
below.
 Leveraging on those codes and symbols, and keeping in mind the brand's DNA and
unique personality, think of 4-5 actions/initiatives you would launch to further
enhance and protect the brand's visibility and desirability.
Discover Brand Management at

Parfums Christian Dior
Focus on the Makeup Category
It is time now to deep dive into LVMH Maisons and understand how our Talents are building and
developing long term desirable brands.
Let's focus now on the Perfumes and Cosmetics sector.
Join Nina Cooper, International Marketing Director for the Makeup Category at Parfums
Christian Dior. She unveils her role, from defining the strategy and positioning of the Makeup
category, to building strong innovation plans and omnichannel activations.
Operational Brand Management at

Kenzo Parfums
Creativity, unleashed.
Let's now focus on another marketing role to establish desirable brands: local operational brand
management.
Before moving to a new role as Perfumes Marketing Director within Parfums

Givenchy Marketing team, Laure Corvaisier was Marketing Director at Kenzo Parfums France.
She discusses about her experience driving the brand strategy within the French market.
Discover Brand Management at Veuve
Clicquot
Identity, Legacy, Commitment and Creativity.
Carole, could you please introduce yourself and your

career path at LVMH, and your role as International
Marketing and Communication Director for Veuve
Clicquot?
My name is Carole Bildé, I joined the Group in 2018, after 4 years spent at Chloé as Head of
Brand Strategy & Communication - a beautiful Fashion Maison where I also had the chance to
build and successfully launch the first Chloé e-commerce.
I previously spent 15 years in advertising, first at Ogilvy then at BETC, Havas Group. 15 years
during which I experienced the power of strong brands and inspiring creation.
I’ve been the Chief Marketing and Communications officer of Veuve Clicquot since 2018. Beyond
the renowned Champagne brand, I’ve discovered a luxury Maison with a wonderful history of
savoir-faire, innovation and unique legacy dedicated to women empowerment.
My role is to engage people into this journey and make Veuve Clicquot the most desirable
luxury brand beyond the Champagne category.
What is your vision of brand management and especially

in the Wines & Spirits sector?
How to be the most desirable brand should be our obsession. It’s all about desire.
When you take care of a brand aged 250 years old, it’s a complex equation.
You have to be very clear about who you are, where you come from, and then build upon solid
foundations. Sometimes, when you have such an history, you might be tempted to believe that
everybody knows and that you have to focus on novelty to build excitement. It’s not enough. You
need to give depth and purpose, express it clearly and loudly and bring concrete proof of it.
No matter how old you are, you have to be very clear on the role you play, within your
category and more largely in the luxury space. What would the world “miss” if your brand had to
suddenly disappear?
Since day one at Veuve Clicquot, I’ve spent my days working on trying to answer this
question, starting with the identity. Veuve Clicquot has this chance to play in the league of the
rare brands having an iconic color. This Clicquot yellow is an amazing asset, when you enter a
shop you recognize it immediately, and given the fact that we are a wholesale business, this is
key. But beyond recognition, what does this yellow stand for?
In a nutshell, our slightly orangish-yellow is the color of the sun: the sun rising in the sky. And
wherever you are in the world watching the sunrise, you can feel this universal emotion that
anything is possible. Our yellow expresses our indisputable belief in optimism, joy and audacity…
which is the legacy of Madame Clicquot. As you can see, yellow has more depth than just being
a color.
Then comes the question of legacy.

Strong brands usually have a founding myth in their history. One which is defining the whole
journey. Ours is called Madame Clicquot. She was not the founder of the company, yet
everything started with her when in 1805 she took the reins of the House after the death of her
husband. She was 27, she had a little girl, and at this time, women did not have the right to work
or even hold a bank account. However, she revolutionised the sector though major innovations.
She had to face numerous obstacles before she was respected and ultimately called “La Grande
Dame” of Champagne. Our story is one of boldness, creativity and entrepreneurial spirit.
This is our legacy: we believe in those who dare, those who are always looking for new paths to
invent tomorrow.
This is why we decided to support Food New Makers, a collective of free-minded chefs all around
the world obeying their own rules and sharing with us their fresh take on champagne. They are
the contemporary incarnation of Madame Clicquot’s legacy.
They are not the only ones. Bold female entrepreneurs also are.
Brand management in luxury is indisputably linked to the question of commitment. A luxury
brand has to be a committed House.
Commitment has to be sincere; it has to be linked to who you are and to what you believe in, but
not because you have to. If a commitment is not sincere, people will see it immediately, and that
is even worse than not being committed at all.
It also has to be concrete, supported by facts - it cannot only be nice words in powerpoint
presentations.
Our commitment has been to bring our active support to female entrepreneurs around the world
since 1972. So far, we have honoured more than 350 women in 27 countries with our Bold
Woman Award, and we have now extended the program to Bold conversations and mentoring
sessions.
Our obsession with our Bold program is to gain impact with our actions and move the lines.
Master and control your identity, the codes and the experience.
One of the key challenges we have in the Wines & Spirits sector is that we have almost no retail
– which means no direct control of the distribution: no direct control of merchandising, of the
customer experience, nor of the brand speech.
And obviously strong brands need consistency. This is a daily challenge, as we don’t expect all
countries to have the same execution – we have set up a “glocal” strategy with 50%
content being produced centrally and 50% being produced locally for local relevancy – but never
compromising on the message we communicate. There is only one brand idea, with one
common history and legacy, and common codes. I would like people to be surprised by the
richness and diversity of executions when in contact with the brand, but I don’t expect them to
reconciliate the stories; the brand idea and platform have to be 100% crystal clear. Having a bold
and simple message helps to address such a challenge, having all markets embrace it. Simply
said: Veuve Clicquot is Solaire – an invitation to dream big, bright and beautiful.
Creativity has to play a central role in luxury brand management.

For a champagne brand, this question is not an easy one as you cannot easily play with the
product itself. Considering that you have a minimum of 3 years ageing before proposing your
product on shelves - and it’s a minimum - you have to consider other options.
Packaging, for instance.

The story of Veuve Clicquot is made of stunning collaborations with renowned designers, who
have created amazing bespoke objects for us – Andrée Putman, the Campana Brothers, Mathieu
Lehanneur, Karim Rashid and Yayoi Kusama.
With this latter, the story started in 2006 when Yayoi Kusama did a masterpiece of Madame
Kusama ‘s portrait. For the launch of our vintage 2012 Prestige cuvée “La Grande Dame”, she
accepted to design the case and the bottle using her iconic symbols, flowers and polka dots.
A joyous flower wraps around the La Grande Dame bottle, and this same symbol of energy – a
tribute to the nature that both Madame Clicquot and Yayoi Kusama hold dear – also takes shape
as a special object that elevates the La Grande Dame cuvée in magnum. Through this
outstanding creation, through the poem the artist wrote for us, we have done more than design a
product, we have spread a message of hope and optimism to the world.
It’s all about giving a purpose, and some depth, and people have welcomed this universal
message with great enthusiasm.
What do you think are the key stakes and challenges in a

fast-changing context for your Maison?
All along this unprecedented crisis, we have kept questioning ourselves:
Are we meeting the new consumer expectations that emerged during quarantine?
Are we conveying the right messages, in the short-term and the longer-term “new normal”?
Are we doing our part to contribute to a better tomorrow?
I don’t know if we have all the answers but here are some key priorities we have put on our
roadmap:
Reinforce our fundamentals

The stronger the brand, the better we’ll withstand our category’s economic fluctuations.
We have done less but better, crafted even more desirable products and brought more
exclusivity on products and experience. In such an uncertain context, you have to loudly claim
who you are and what you stand for. Simply, but loudly.
Which means having a clearly positioned brand platform but also being very clear with what you
do believe in and what you’re committed to. We have therefore accelerated our commitment into
“sustainability” through a complete program called Ecoyellow embracing production,
merchandising, and packaging.
Find how to better engage with our consumers

As previously mentioned, we don’t have our own retail, so the permanent question is: how to
directly engage with our consumers? How to know them better? How to talk to them directly?
How to address them with bespoke messages and, simply said: how to build a relationship with
them?
Accelerate our digital transformation

The pandemic has marked the indisputable rise of e-business all over the world. Digital shopping
habits built during the outbreak will remain.
Knowing them better with a clear acceleration of our CRM plans, from data capture to bespoke &
engaging consumer journeys, put our audience on a path to purchase that has become top
priority for us: Direct to Consumer will become key.
Find the right balance between legacy and innovation.

When you take care of a brand with a 250-year old history, you have a true responsibility: respect
the legacy, transform without damaging or being offensive, make it relevant in the time being,
make it last for the future without betraying its soul.
Sneak peek of Brand Management at

Sephora
Four key foundations: Innovation, Curation, Customer
Obsession, Celebration
Steve, could you please introduce yourself and your

career path at LVMH, and particularly your role today at
Sephora?
I grew up in France and moved to Boston in the United States to get an MBA to never come
back. After working in New York for a year, I got recruited by Nike where I held a number of
different positions over 21 years in product and brand management before becoming the general
manager for their biggest performance category, the running division. I then moved to the North
Face to lead their global product creation and brand marketing team. 18 months ago I had the
incredible opportunity to join Sephora.
Although I spent most of my career in sports and lifestyle, I was no stranger to Sephora as I
spent years studying the Sephora model as it consistently came up as one of the best-in-class
retail destination during all my global market research.
The LVMH group and its unique ability to authentically grow brands, staying true to their
DNA while expanding their reach and business has always been a big source of inspiration to
me and when the right opportunity presented itself, I did not hesitate to move back to France,
after over 25 years spent between the US and the Netherlands (Nike European’s headquarters).
At Sephora, I am the global Chief Brand Officer, a newly created role 18 months ago with the
ambition to keep elevating our brand, accelerate our membership
program, fuel our omnichannel experiences and leverage the incredible work that our teams
do around the world to accelerate innovation and efficiencies. I also get the opportunity to lead
our Sephora collection team, Sephora’s private label who has been core to the brand’s DNA
since its very beginning.
What is your vision of brand management in the Luxury

Industry, and then particularly at Sephora?
Brand management for me always start by understanding who you are, what makes you unique
and relevant for consumers to keep creating distinction and fuel your growth.
At Sephora, our brand has been founded on 4 key pillars.

Innovation
Sephora brought a boundary-pushing mindset to disrupt the status quo, and we have continued
to break conventions ever since.
Mr Mandonnaud (our founder), designed a new model for beauty retail by creating a fresh
shopping concept that transcended brands. He went to court to defend his revolutionary
approach of organizing the store by “what’s important”.
Today innovation means pushing our omnichannel capabilities, making it easy for consumer
to shop with us both online and in-store, whenever, however they want it. It is about delivering
unique services online and in-store to help our clients find the best products or routine that works
for their needs and making it easy for them to select and buy the products of their liking.
It is about leveraging technology to accelerate personalization at scale. It is also about
continuing to reinvent the future of our store concept, design and experiences.
Curation
We constantly strive to raise the bar. Our selection of the best in beauty and beyond remains
unparalleled. We are a destination for discovery, from iconic classics to niche favorites, Sephora
is best known for cutting-edge curation. We’ve been seen as tastemaker and trusted leader in
beauty for more than 50 years.
Curation continues to be a unique competitive advantage of ours, constantly incubating and

launching new brands across the world, setting new sustainability standards & driving more
diverse brands to reach consumers around the world. Sephora is the only global prestige beauty
retailer in the world which gives us a unique opportunity to introduce and scale brands across the
world. In addition, we have our own brand, Sephora collection which helps us welcome
consumers into the world of beauty, try and test new products and categories with the product
quality and performance expected at Sephora.
Customer Obsession
Dominique Mandonnaud was passionate about the shopping experience, making every client
feel like a star with a meticulously designed layout to increase visibility and space.
We have the largest beauty community in the world and have the incredible opportunity to
keep serving and delighting them in the most welcoming and personal way. Through our network
of stores, sites, apps and loyalty memberships, we have access to an incredible amount of
information not only to serve our consumers in the most personal way but also to support and
guide our brand partners to be the most effective possible with their communication objectives.
We always like to say that one of our secret weapon is the power of our community and
particularly of our Beauty Advisors who are serving consumers every day when they step into
our stores or contact us online. Their passion, commitment and expertise are a unique
competitive advantage in our industry.
Celebration
Sephora surprises and delights through our entertaining, unforgettable and sensorial beauty
environment where customers enjoy exploring and expressing themselves in a supportive
community. This revolutionary concept invited clients to touch, try and browse freely in an
immersive environment. The intention was to create a store people would want to visit simply if
they had spare time in their day.
Today more than ever, we are working to make sure that everyone feels welcome and celebrated
at Sephora. We know that the luxury and beauty industry can be intimidated and we make it a
priority to always make everyone feel welcome, appreciated and seen. It is an ambitious
objective, but one that is core to our DNA and our brand values.
Our Sephora events are another great example of the unique experiences that we craft for our
communities, bring unique brand & product experiences, master classes of the best in the
industry and product trials for media, influencers and consumer alike to discover, explore and
play with the latest and greatest in the world of beauty.
In 2021, we have entered for the first time Interbrand’s Best global brands, the ranking of
the 100 most powerful brands worldwide. We were the only new entrant, and the only multi-
brand retailer in the ranking. This is a very strong recognition of the power of our Brand. This was
a recognition of the hard work of our 46,000 colleagues, the amazing experience you get all
along the omnichannel journey, but also our powerful commitments to society, in particular
for a more diverse and inclusive world. And I believe it is just the beginning.
What are the key stakes and challenges for Sephora?

The world is flat, consumer expectations keep on rising around inclusion, diversity, and
sustainability. The influencer model is shifting on its head, with micro influencers’ impact rising
more than ever and Gen Z is setting new rules for an industry that they are about to lead.
To become even more attractive and successful, we have to:
 continue to innovate and lead on the 4 pillars that we outlined

 leverage the power of our community
 elevate our brand voice and values while accelerating our services and personalisation,
are key priorities to keep delivering on what we are known for
 be the most fun destination for our customers to explore, discover and try the latest and
best in beauty to empower the extraordinary in each and every one of us.
The final quiz of your module about

Creation and Branding
The last step before wrapping up this chapter.
In conversation with LVMH experts
Get insights about branding at Ruinart and Fresh.
To end this module, we are pleased to share a conversation between two talents across the
LVMH Group, Violaine Basse, International Marketing and Communication Director at
Ruinart and Michael Irilli, Vice President of Global Communications & Image at Fresh. This
roundtable is a unique opportunity to understand more on how they create and develop products
that perfectly embody the spirit of iconic Maisons and reflect the values of excellence, creativity,
and innovation.
Welcome!
You can now access your fourth module of the INSIDE
LVMH Certificate.
Dear learner,
Congratulations! You have reached the last module of your learning path, focusing on Retail and
Customer Experience.
In the luxury sector, customers do not just buy products, they share a moment with a brand and
live great experiences.
Whether in-store or online, you will discover that, in this new omnichannel world, our talents
working in Retail make the difference with innovation and passion.
Among others, you will learn about the crucial role of retail managers, how to implement
omnichannel strategies for a seamless customer experience, and the importance of data in
luxury retail.
Deep dive and enjoy!
You are entering the world of Retail &

Customer Experience
Essential pillars for the Luxury Industry
Luxury Retail: Today and tomorrow
Introduction to key changes and challenges impacting
retail at Sephora and in the Luxury Industry.
*Sandrine has been appointed since then Leadership Learning Director at LVMH while teaching
a Luxury Branding course for graduate students at Harvard Business school.
Here, they come together to discuss retail and the customer experiences of tomorrow.
Over the past few years, we have seen extraordinary
changes in Retail. Can you describe this evolution?
Sandrine: The nature of business is to be in constant evolution, and this applies to luxury retail
too. Over the last few years, we have moved from a traditional model — with few stores in a
limited number of cities in the world, which promoted scarcity and exclusivity, and was reserved
for the few privileged people who had physical access to those stores — to a new global and
omnichannel model, which has to cater to the different needs, expectations and attitudes of
new segments of consumers (traditional vs non traditional luxury shoppers, mature versus
emerging markets, Millennials, Gen Z, etc).
Luxury has to evolve and catch up with trends. Amazon, although not a direct competitor for
luxury, has had a major influence on retail because it has accustomed people to expect
convenience and set new service standards.
Today, people are increasingly educated, informed, and sophisticated. They want their
consumption to be meaningful and consistent with their values and identity. They want
to connect and build deeper, more trustful relationships with brands and their ecosystems.
To stay relevant, brands have to adapt and become more authentic and transparent.
Joan: That’s right. E-commerce has definitely become a more integral part of retail business
overall. In fact, it has changed the retail trajectory in a lot of ways, by expediting the need for us
to set up new ways of working in the retail space.
Omnichannel is offering new experiences and new services, like payment options, online
pickup in store or shopping directly on social. The clients’ time is so valuable now that they are
the ones choosing when and how they shop with us, so it’s more important now than ever for
us to meet them where they are, where they go to find inspiration, and even where they socialise.
Some years after the pandemic, what client behavior will
remain?
Joan: During the pandemic, we had to temporarily close all of our stores to ensure the health
and safety of our entire community. But, thankfully for us, we had a strong engagement on our
dotcom channel, which we strongly invested in long before the pandemic even started. And
investing in dotcom, customer support centers and our supply chain really helped us to ensure
that we have the right infrastructure in place to continue to be successful even in the most
challenging times - the period when stores were closed reinforced this.
During these times, Sephora flexed and accelerated new innovation and creativity to continue
providing for our clients’ needs. We launched partnerships like Instagram Checkout and
Instacart, beauty-retail firsts; offered a new flexible payment option for our clients with Klarna;
and accelerated the launch of Buy Online Pick-Up In-Store.
We looked at beauty overall, and we listened and learned from our clients because they not only
missed it, they craved the retail experience, and we knew we had to find ways to
continue meaningfully engaging with them.
Sandrine: Yes. Covid has been a huge trend accelerator for e-commerce. Overnight
everything had to be online. Necessity is the mother of invention and some retailers, like
Sephora, took this opportunity to innovate with services that would bring more convenience,
choice, curation, and value to their clients.
The pandemic also highlighted people's fundamental need for social relationships and human
contact. In my opinion, luxury brands are particularly well positioned to provide a retail
experience with a human touch. Creating meaningful social experiences is a huge opportunity
for retail, both in store and online: brands that master the art of building strong
relationships with their increasingly diverse audience will enjoy more loyal clients, positive
word of mouth, and increased sales.
How do new customer expectations impact retail?

Joan: Meeting customers where they want to be inspired has totally changed. Before they would
look at things online, then maybe go into a store to find what they need. And, we know our clients
like to shop with us in a variety of ways. But today, their connection points need to be more
holistic - 360 even – which means we need to be where they socialise, where they run their
errands and where they work. We need to listen and understand to personalise their needs.
Sandrine: That’s absolutely right. Consumers expect customisation but this can be complex to
deliver at scale. Many more demands are placed on brands today. Consumers choose brands
on their values, on the way they treat their employees and the environment. Tomorrow’s
brands will have to be more inclusive because customers want brands that take care of them,
include them in their brand community or ecosystem. This also benefits brands, because it
means they can reach out to a broader variety of customers.
What’s the impact of digitalisation in Retail?

Sandrine: Digitalisation is probably one of the most significant transformations of retail today. It
affects all aspects of the business: forms of commerce, purchasing processes, reach and
accessibility, new communications channels, new forms of pricing and distribution, etc.
Digital technologies are central to providing an exceptional customer experience, whether it's
taking place online or in a store. They enable consumers to play a more active role through
participation, voicing or co-creation. They allow brands to connect with customers, track their
behavior along the purchasing funnel, and anticipate what they want to buy now and tomorrow.
As brands collect more and more data, they develop powerful predictive models, the accuracy
of which has major implications on inventory, supply chain and then obviously profitability. The
question now for brands is to know how to use technology and data in a non-intrusive and
ethical way.
Joan: Yes. It has definitely forced team managers to think about new ways of working. When
we think about the pre-pandemic world, no one was chatting online with any of our clients. But
now this is the new way of operating, a new learned skill.
The demands put on a beauty adviser have also shifted overnight. They are that much greater.
And so for us, being able to use digitalisation to give our advisors ways to make that
personalisation easier is really important because the clients’ expectation is so high.
Being able to actively engage with the client through in-store technology is also key. When
stores were closed, we wanted to ensure we continued to keep our employees engaged, so we
offered training throughout the pandemic via daily online sessions that allowed them to practice
role play and refine their skills. Now they're able to put that into real life scenarios and assist
clients both online via chat in person and in store.
What will Retail and the customer experience be like in 10

years?
Sandrine: Good question. We have to be very humble when we talk about the future. Ultimately,
I can imagine that brand ecosystems could very well be virtual. Think about music and its
transformation from a physical product (vinyl, cassette, CDs) into digital product (streaming).
Think about NFTs and the explosion of digital art. After products, experiences are likely to
become virtual too. So obviously, technology and data are going to be very important. The
more data you have, the more you can predict and personalise the customer experience, and the
more efficient you become, the more customers you have.
Joan: In the future, I think we will continue with faster options for clients. For example, we’re
going to continue to innovate with more efficient delivery options, to satisfy our clients’ swift
delivery expectations. I think our store experiences will depend upon more
connectedness, too. If people are leaving their houses to come to a store, it will be an
intentional act. And continuing to build those real-life relationships will also be fundamental to
the Sephora experience. It’s what differentiates us in the industry. Things will get easier as
technology improves to serve a greater need. Predictive technology will be part of that. It will be
something that can offer new sorts of personalisation. I believe that all this will be pretty realistic
10 years down the road.
Retail seen as a new purpose in the
brand ecosystem
“What is the purpose of Retail today?”
What is the purpose of Retail today?

In a context that evolved from omni-channel, where brands were to be present in different
channels such as Retail, Wholesale, Website, Social media, Mobile, etc…, towards
convergence where all these channels are aiming for the same ultimate goal of connecting with
customers and being available to them, the retail environment has to redefine itself and its
purpose in constant and complementary interaction with the digital era.
This context has shown the critical role retail plays both when it comes to creating and
fostering connections with customers.
Consequently, the purpose of retail is to provide a unique opportunity to:
1. Magnify the product and convey its unique performance. In Luxury, the product is precious
and is to be treated as such. Its performance is celebrated.
2. Second, celebrating the brand with a scenario at a global level, which is then reinterpreted
in each store with a unique and specific version of this scenario. It leads to creating the
entertaining variety that customers are seeking for. Why is this essential?
Because brands need to both create an overall coherence for their customers that increasingly
visit their stores in multiple countries and cities. Second, because of variety, which is essential in
providing customers with the opportunity to have a differentiated experience within the brand.
3. Third, retail also needs to nurture client’s emotion and for this, it
requires identifying characteristics such as senses that will particularly ignite relevant emotions
for the brand.
The experience in stores can generate a unique direct emotional relationship by moving from
a product (often functional) focus in the store to an experience (often emotional) focus.
In conclusion, the purpose of retail today has to be considered in a very holistic manner in
relationship with customer journeys. From creating awareness, to interest and desire, the retail
environment may have multiple functions for the brand, beyond the act of purchase, including in
the post-purchase phase of the customer journeys.
If we consider luxury cars for instance, increasingly brands develop retail concepts within cities,
highly relying on digital tools for space constraints. Beyond sales, these new spaces aim at
generating interest for the brand and its products, or even awareness.
Customer engagement strategies

through immersive phygital
experiences
A key trend luxury brands must tackle.
Emanuela Prandelli, LVMH Associate Professor of Fashion and Luxury Management

at Bocconi University, shares with us the keys for Luxury Brands to engage clients: rethink
physical stores and deliver highly involving phygital experiences to customers.
Key success factors of a customer
experience
Through an academic lens.
Anne Michaut, Associate Dean for Education Track and Pedagogy and the Director of the
LVMH Academic Chair at HEC Paris, shares her research on the features of successful
immersive experiences.
In my research, I asked customers to describe their great experiences with luxury brands.
Analysing their feedback led me to identify five key success factors.
In order to remember them, I am going to walk you through what I call the
“CRIME” framework.
In this framework,
the C stands for Customised,
the R for Relevant,
the I for Involving,
the M for Memorable,
the E is for Elevating.
Five letters for five characteristics which are, I believe, key success factors for experiences.
Now let me explain each of them.
First, let’s look at the feature “Customised”

What is meant here is that experience creation requires acknowledging the value of each
customer. In other words, experiences require a segmentation based on clients’ value to the
brand.
Clients’ value, of course, has to do with the customer's average spending. Sephora, for
instance would invite their “gold” clients to their “gold” parties, and Krug, invites exclusive clients
to memorable expeditions. But increasingly, it is not only about spending. It is also about the
influence of the customers as well.
Finally, experience customisation is about fitting the experience to the identified client
segment: whether by adapting a same experience concept to various segments or by creating
diverse experiences.
What about “Relevant”?

Experiences require proprietary inspiration, brand specificity. Luxury brands must leverage
meaningful iconic elements in the experience and find opportunities to express brand
uniqueness within the experience.
For instance, Parfums Christian Dior uses the love chain to express the essence of the Maison in
the perfume category and Land Rover will use an adventure novel in a story called “The
Vanishing Game” to revamp the spirit of adventure of the brand in the customers’ imagination.
Then, there is “Involving”

Experiences also have to be “Involving”: they should engage customers. It is a H2H (human-
to-human interaction), with staff members, and increasingly with bots as Artificial Intelligence
develops.
Experiences should involve the brand in customers’ behaviour. For instance, Louis Vuitton
uses its journey heritage to enrich the customer experience with travelling, encouraging
customers to travel in the “Louis Vuitton way” through travel guide books.
Experiences are of course also shared by clients on social networks, increasingly organised
by the brands themselves in multiple categories from personal goods to cars to hospitality.
What about “Memorable”?

Behavioural economics research delineates our Experiencing self from our Remembering self.
Where “experiencing” is about each moment, whereas “remembering” is about the whole. Of
course, our remembering self is the decision-maker, not the experiencing self. As a result,
brands should focus on designing memories, not on designing experiences.
For this, it is essential to consider psychological biases of our memory, namely the memory bias
for more emotional events (peaks are memorable) and the recency bias (the end is
memorable).
Considering the recency bias, the purchase experience should never stop at the payment of the
purchased items. Instead, there should be an enjoyable experience following this necessary step
to leave the client with an elevating feeling.
This leads me to the last factor I identified, experiences

should be “Elevating”
Experience should take customers out of their ordinary, they should sublimate the
product or the Maison, immerse the client within the brand universe, feature products in an
exceptional context. For instance, Veuve Clicquot at Hotel du Marc in Reims. Experience
should also “educate” the customers, bring them interesting content so that they get out more
knowledgeable about the Maison and its heritage. Dior explains the origin of the rose de
Granville in an experiential manner.
In conclusion, this “CRIME” framework should help brands keep their customers delighted
and addicted. As the experiential dimension is increasingly valued by customers, experience
designers will become critical to building success beyond product artistry.
Quiz results "Test your knowledge of

Retail & Customer Experience in the
Luxury Industry"
Success rate: 100%
According to Sandrine Crener from HBS and

LVMH, we have moved from a traditional retail
model to a new global and omnichannel model.
This traditional model was defined by...
Select at least one answer
Correct answer!
a few stores in a limited number of cities in the world
a target of few privileged people who had physical access to those stores
the promotion of scarcity and exclusivity
Select the key success factors of a best-in-class
customer experience.
Choose several answers
Correct answer!
Customised
Face-to-face focused
Elevating
Memorable
Involving
Relevant
A key stake of the luxury retail is to offer

exceptional customer experiences.
Choose one answer
Correct answer!
I agree
I disagree
Gamification is a way for luxury brands to get

closer to a younger clientele.
Choose one answer
Correct answer!
Yes
No
According to Anne Michaut from HEC Paris, what

are the purposes of retail today?
Correct answer!
Magnifying the product
Celebrating the brand
Nurturing client’s emotion
Developing new products
Your immersion into Retail and
Customer Experience at LVMH
Deep dive into this strategic topic.
Introduction to Retail at LVMH

Main areas of focus
Offering our customers the best service and building a long-lasting

relationship, showcasing our products and our savoir-faire, Retail is definitely key at LVMH.
Let's discover with Valerie von Ferstel, Retail Talent Development Director at LVMH
how Retail is paramount to the Group’s business evolution, and why talents play a key role in
Retail transformation.
Retail at LVMH: a talent focused

strategy
People make the difference!
We saw with Valerie von Ferstel, Retail Talent Development Director at LVMH, that a key
focus for Retail is to rethink the Retail employee experience thanks to committed and
passionate teams, and invest in targeted training at all levels of Retail.
The THINK Retail programme is a selective internal development programme, curated for
each individual talent, and geared towards those leading the most complex-sized stores across
all of the Group’s product categories.
Comprised of a mixture of in-person and digital sessions, combining individual coaching

sessions, small group and large plenary sessions with keynote speakers from the Group and
Maisons, this program aims to inspire them by providing exposure to diverse Retail perspectives,
challenge their leadership skills, connect them with peers beyond their Maisons, and support
their present and future ambitions.
Since the launch of THINK Retail in 2021, 150 store leaders across Europe, Middle East, China,
and Americas are proudly engaged in this development program, with ambitious plans to expand
in 2023.
Part 1: Voices of Retail

Embark on a journey featuring LVMH leaders in Retail.
Managing a flagship store at Sephora

"Running a small company"
Have you ever wondered what an iconic store's Director job looks like in the beauty retail
industry?
Let's hear from Sandrine Platel, Director of the Sephora flagship store on the Champs-
Elysées in Paris, what it is like to manage one of the main stores of the Maison, and understand
her exceptional work environment where teams are at the heart of Sephora's success.
Leadership in Fashion Retail
Three golden rules
Let's move on the Fashion and Leather Goods' sector.
Olivier Lajouanie, Country Manager at Loro Piana for France, Monaco and Belgium shares
his three guiding principles to succeed in managing a store network: 'People make the
difference', ‘Be obsessed by Clients’ and ‘Retail is Detail’.
Store management at Christian Dior

Couture
The day-to-day of a retail talent in Fashion.
What it is like to work in the Fashion Retail?
Wayne Zhang, today Boutique Manager at Christian Dior Couture in China, shares his
thoughts on what makes Fashion Retail such a challenging and fascinating domain.
The role of a General Manager at
LOEWE
Focus on Talent Growth
Let’s move further and focus on LOEWE’s General Manager for North & Central Europe,
Laurent Berthemy.
Laurent Berthemy talks about the support offered by the Maison to its Talents, which creates
a nurturing and helping environment in which they can reach their highest abilities and where
they can step out of their comfort zones to grow.
Careers in Luxury Retail at LVMH

Talents from TAG Heuer, Kenzo, Sephora and Christian
Dior Couture share their journey within retail.
Let's discover now some exceptional luxury retail career paths.
To work in Retail is to be passionate about the savoir-faire of exceptional products, to

be curious about people and to learn how to create memorable experiences for clients.
During this event hosted from Singapore, talents from TAG

Heuer, Kenzo, Sephora and Christian Dior Couture in Asia Pacific talked about their journey
within retail across the LVMH Group.
Voices of Retail
Kickstart your career in Retail
Last but not least, listen to a panel of LVMH Retail Talents to learn about the skills required to
succeed in Retail positions.
The Human Factor in Retail

The importance of Retail Teams in such a hyper-connected
world.
Before closing this part about Retail talents, Valérie von Ferstel, Global Retail Talent
Development at LVMH, talks about the growing importance of the Human Factor within the
sphere of luxury retail, as well as the key skills and competencies to succeed in this function.
Part 2
Retail at LVMH: Best-in-class customer experiences
he floor is yours: experiment with your
own customer experience
Mystery shopping!
Before proceeding with your immersion into the world of retail and to key topics such as our
Maisons' customer experiences, omnichannel strategies, the role of data and digital innovations ,
let's first deep dive into a real customer experience: Yours!
What is the Client Experience?

The Client Experience refers to a fundamental element in a luxury environment: the interaction
between the client and the brand and across multiple points of contact.
The Maison/Brand DNA should be reflected in all phases and touchpoints of the Client
Journey to succeed in engaging a long-term relationship with each individual client.
Mystery shopping exercise

In this exercise, often referred to as “Mystery Shopping”, we encourage you to pick an LVMH
Maison of your choice, and experience at least two touchpoints of the Client Journey, whether
via the online store or a brick-and-mortar boutique.
We encourage you to experience these multiple points of contact as if you were a potential
customer.
It is a very personal experience, which no one will experience in the same way because we, as
individuals, seek and are sensitive to different things.
First step: The online presence
Trust your instinct and navigate on the Maison's website and social media pages, discover
the storytelling, the product offering, the ease of navigation, create a wishlist of potential
products and check whether there are stores located nearby that you might be able to visit.
Here is a set of questions you may reflect upon:

1. Is the navigation smooth?
2. What have I learnt about the brand?
3. Have I discovered something unexpected, surprising?
4. Was it easy to find the product selection that I was looking for? Was the information about the
products' availability, price, description and styling clear to me?
5. How simple was it to find a store location? What are the services proposed ?
6. Overall, do I feel engaged and want to further connect to the brand?
Second step: The brick-and-mortar boutique

Depending on where you are located, it is a worthwhile exercise to visit several stores of the
same brand, to immerse yourself within different store environments and notice whether you
recognise common features or not.
Imagine a scenario before you visit the store: are you looking for a gift? Or a product for
yourself ? Have you already decided what type of product you are looking for? Do you have a
budget in mind? Try to imagine the personae and scenario you want to play.
1. Play the customer, engage with the sales staff and show interest for the products
2. Make sure you observe the interactions generated with the sales staff and, overall,
the atmosphere in the store
3. Spend at least 20 minutes in each boutique
4. Repeat this exercise in the other stores
During your visits to the stores, we invite you to focus on the following key elements:
I. THE STORE ENVIRONMENT

This refers to the feeling of being welcome and comfortable while in the store.
Consider the environment – the sales team demeanor, the sensory and visual journey: branding,
product, merchandising…. How did you feel in the context of the store atmosphere?
In particular, you may think about the following points of reflection:
- Did you like the windows, design, products displayed, and were these coherent with what
you saw on the website?
- Were you welcomed at the entrance of the store?
- How about the staff's uniform and grooming? Is it coherent with the brand? Cleanliness?
Styling of the staff?
- Are you able to find the different product universes and categories in the store? Is
the circulation easy?
- Globally, are you encouraged to walk and discover the store? Are you attracted by the way
products are displayed, by the silhouettes proposed?
II. CLIENT FOCUS

This refers to how the store teams have been engaging with YOU to understand who YOU are
and what YOU are looking for.
A few things to keep in mind:

- How tailored was the experience to YOU?
- Did the Store Team member engage with YOU, asked sufficient questions
to understand whether or not you are a first time visitor, and whether you know what you are
looking for?
- Did the Team propose you products that you had in mind? Was the conversation relevant to
YOU?
- Was any storytelling about the product, or the Maison, proposed to YOU?
- Were you offered any other service?
- How valued did you feel even if you did not purchase anything?
- Ultimately, would you come back to the store? And to that specific Store Team member?
Third Step: Reflection Questions

To sum up your client experience, we would like you to spend some time wrapping up your
experience by reflecting on these questions:
1. What are your key insights from your experience regarding the importance of
an Omnichannel Client Journey (website + physical store). What did you like?
2. What would you like to have experienced? What was missing?
3. How might sales staff differentiate their approach to customers to provide an exceptional
client experience?
Part 2.1
Customer Engagement
Get insights about Retail & Customer
Experience at Sephora and Loro Piana
In conversation with LVMH experts.
We are pleased to share an immersive conversation between Clare Vella, UK Country

Manager at Loro Piana, and Archer Li, then Vice President Digital & eBusiness (now
promoted Vice President Digital Ventures) at Sephora in China.
In this recorded conversation, they talk about omnichannel strategies, digitalised customer
experiences and they share their tips for people wanting to join the fields of retail and e-retail.
Global/Local customer experiences

“Retail is a magic world crafted by people for people.”
Florent, please introduce yourself.
My name is Florent Zhang, I was born and raised in China, where I had my first professional
experience in medical industry for 7 years before joining the LVMH Group in 2009.
Since then, I have been fortunate enough to work for 3 beautiful Maisons – Louis Vuitton,
Bulgari, and Moët Hennessy, in 3 different countries - China, France, as well as Italy.
Throughout the years I have had 9 different positions, from Store Manager, Private Client
Relations, to Retail Marketing, Business and Client Development. Today, I work as General
Manager in retail for Moët Hennessy Diageo China.
What is your role as General Manager in retail and what
are your current challenges?
My role is to establish retail as a new direct-to-consumer channel in China, and to build a
retail store network across the country to amplify our brand image and recruit more customers.
Furthermore, more strategically, my role is to contribute to shaping the mindset of the whole
company to be even more client-centric.
As my position is a newly created one, there is a lot of infrastructure which has to be set up, a
team must be developed, and lastly, synergies among different channels must be created. Even
though there are challenges, there are just as many opportunities too. It is very exciting to build a
whole retail journey from the ground up at Moët Hennessy Diageo.
In your opinion, what is the key pillar of retail?

Retail is about people. It is mostly about the human connections between clients and
Maisons ambassadors. While the principle is the same among the Maisons, the approach
differs from one Maison to another based on:
· product specificities
· business models
· in-store experiences
The diversity and richness of our Maisons make LVMH so appealing.
What are the essential elements to create a global

customer experience and a local one in China?
First, as a Maison we have to consider: What do we want to offer to our clients?
Second, from the clients’ perspective, we have to consider: What are our clients expecting from
the Maison?
Then, talking from my experience, the brand identity, heritage, savoir-faire, and innovation
are all fundamental elements to create “dreams” for our clients. These elements should be
amplified in each Maison throughout the 360° communication, and through all the clients'
touchpoints.
Furthermore, to better engage local clients, Maisons definitely need to include local elements,
interpreted in an elegant and luxurious way, always respecting the local culture. This part
becomes more and more relevant and important to further engage local clients.
No need to say, in China consumers evolve quickly and their way of consumption changes fast
as well. For these reasons, we definitely need to pay more attention to Chinese specificities to
ensure we offer an appealing experience to consumers.
Why is a career in retail so enriching?

I’m passionate about people. I believe retail is the best place to take care both of your team and
your clients.
Fulfilling your client’s wants and expectations is just as exciting as conquering with your fellow
colleagues one milestone after another.
To conclude, what advice do you have for early talents?

Stay curious! There is so much to learn within such a great platform as INSIDE LVMH: from
Fashion to Watches and Jewelry, Wines & Spirits and so much more. As long as you keep an
open mind and stay curious, there are always opportunities for you to grow.
Stay persistent, physically, and mentally! Remember that retail is detail, and retail is a magic
world crafted by people for people.
Client-centric strategies at Guerlain for
a best-in-class customer experience
3 core pillars
Camille Hayouni, Global Retail Experience Director at Guerlain, shares with you what bringing
to life an exceptional Customer Experience implies for her Maison, as well as the three
key pillars these strategies are built upon:
Retail design,
Sales teams' excellence
Customer programs.
LVMH Client Services: a Maison
dedicated to customer satisfaction
Client centricity as a commitment and an investment
Dedicated to service excellence, the LVMH Client Services has been created to cater to clients'
needs and questions remotely.
Let's listen to Camille Canque, Customer Services & Clienteling Director for LVMH Client
Services who describes why remote service is key.
How would you best describe Client experience at LVMH?

We are all aware that service excellence has a direct impact on client satisfaction, brand
desirability, loyalty - and of course, revenue. By extension, client experience is like a diamond:
every single interaction provides us with the opportunity to deliver an elevated level of service to
reflect the Maison’s reputation. This ambition extends across all communication channels:
telephone, email, chat, WhatsApp, Facebook messenger, Instagram or other social media.
In your opinion, what sets LVMH Client Services apart?

Our quest for excellence. Without it, we cannot heighten desirability and create customer
loyalty, which are the two main objectives of our collaboration with the Maisons.
We provide a human touch to digital performance, and aim to live up to clients’ increased
expectations. Often very passionate about the product, clients want to be listened to, recognised
and valued as a client of the Maison. They expect a personalised service, anywhere and at
any time, through whatever communication channel they choose.
Could you describe the relationship between LVMH Client

Services and the Maisons?
LVMH Client Services was created to elevate the remote client experience across all the
different Maisons. With the acceleration of e-commerce and digital transformation within the
Group, we experienced tremendous growth in just 4 years. Today, we work with over 16 Maisons
and cover the European, US, Canadian and Asian markets.
We are incredibly proud of our relationship with the different Maisons of the Group, who have
entrusted us with an essential part of their omnichannel experience. Talking about
“omnichannel” and “client centricity” is easy, but putting it in practice day-in and day-out
is hard work: it’s a commitment and an investment that we take very seriously.
Let’s talk a little bit about execution and operations. How

do you roll out a customised and effective clientele
strategy?
The LVMH Client Services’ goal is to act as a seamless extension of the Maison’s
team. Every interaction seeks to delight and surprise the clients in a way that is unique to each
Maison. To achieve that, all members of the LVMH Client Services team are trained in
collaboration with the Maisons so they can immerse themselves in the brand’s DNA and
product portfolio.
Each advisor works with a maximum of two Maisons in order to maintain comprehensive and up-
to-date knowledge of the Maison’s processes, operating modes and tools. Our advisors all speak
French and English, and a third language depending on the Maison’s specific market: German,
Italian, Spanish, Portuguese, Mandarin, Dutch and Russian. To ensure consistent optimal
quality, every team member undergoes a monthly evaluation by our internal Quality team at
LVMH Client Services and with the Maison.
Last but not least, our training also focuses on a luxury-oriented approach to remote
customer service.
How do you measure the success of your client service
operations?
High responsiveness is one of our highest priorities:
 95% of the calls for Parfums Christian Dior, are handled under 30 seconds,
 95% of emails are answered within 24 hours,
 100% of Livechat queries find an answer within 4 hours,
 The Livechat team has a 30 second response rate for first messages, and a 10 second
response rate for follow-up messages.
Most Maisons closely follow the Net Promoter Score, which indicates the probability of
customers recommending a product, brand or service.
Data also plays an important role in measuring success. All our customer contacts are filtered
through our Salesforce Service Cloud tool. We know how many times and why the customers are
communicating with us. Over 400 000 inbound interactions inform our process optimisations,
aiming for a better ROI. This data is shared with the Maisons to enrich their customer knowledge
as well as our Marketing Operations teams.
Lastly, this emphasis on analytics enables us to play a critical role in sales: LVMH Client
Services generated around 3 million euros worth of sales for the Maisons in 2021 with an
average basket higher than that of the website.
So, what does customer success look like? Do you have a

story to share with us?
I vividly remember a beautiful sale which started in late December 2021. A customer had spotted
a stunning dress during Fashion Week and wanted to wear it at her daughter’s wedding. She
was really looking for a one-of-a-kind piece with bright colors. Vincent, one of our advisors, found
the outfit for her on Vogue Runway and supported her remotely throughout the whole process,
spending time on the telephone with her ironing out various details, from the dress’ fabric to
finding a fitting appointment in a boutique at her convenience. Finally, on March 26th she was
able to try the dress on at the Maison’s boutique in Paris, so that the necessary alterations could
be made in time for the big day. This was a beautifully executed sale of 14,000 euros for the
Maison GIVENCHY.
Do you have any advice for someone who would like to

work in Client Services?
Working in Client services means communicating in different languages and through different
channels, finding a solution to any customer’s question, and all of that while ensuring alignment
with the luxury and Maisons’ DNA and tone of voice. So, the key qualities to nurture are
adaptability and reactivity.
We are currently recruiting multilingual staff for our Maisons with previous experience in the
luxury sector, either as a sales advisor in a boutique or within a client service team, so come craft
the future with us!
Managing an exceptional store

network
A tour of LVMH's retail presence in Japan.
Throughout the previous chapters of the module, you saw the diverse range of strategies to
deliver excellence in Retail.
Let's focus now on ‘the place’: how a store's location can be one of our Maisons' leverages to
deliver an exceptional customer experience.
We take you on a journey across Japan to uncover how LVMH Maisons have
been strengthening their retail networks.
Expanding freestanding boutiques, opening new stores, embracing direct clienteling…Naomi
Takase, Talent Acquisition Director at LVMH Japan, explains how the Group has been taking its
retail further into the 21st century.
Part 2.2
The omnichannel world
Omnichannel strategies: Focus on e-

Commerce and digital ecosystem in
Asia
A key challenge for Luxury Brands today.
As we saw earlier in this module, LVMH is known for its exceptional flagship stores around the
world. At the same time, undoubtedly, e-Commerce is gaining year after year a larger portion of
the business.
Digital transformation and omnicanality are key topics for brands today ; let’s deep dive into
those topics with Wendy Chan, currently the Managing Director Greater China Rimowa, who
talks about her previous role of SVP Digital of LVMH Asia Pacific.
Managing the Asia digital transformation, Data and Omnichannel strategy, Wendy gives an
overview of the Chinese digital ecosystem and the key trends of today and tomorrow, and
explains why it is so important to implement a 360 channel integration strategy.
Fendi's Omnichannel Strategy

Providing clients with an unequaled remote shopping
experience
During a webinar with ESSEC Business School students, Lisa Calatroni, Worldwide Digital,
Omnichannel & Go to Market Director at Fendi described the various digital tools and
strategies employed to provide clients with an unequaled remote shopping experience
before, during and after the pandemic, after which groups of students made suggestions to
optimise the omnichannel performance. This article is based on this insightful encounter between
the fresh minds of tomorrow and an experienced executive in digital operations.
The pillars of Fendi’s omnichannel strategy

As Fendi experienced a strong shift towards remote client interactions, even before Covid-19 but
definitely enhanced over the past two years, the Maison invested in developments that would last
in the long term and enabled sales operations in a client-centric frame of mind.
“With the pandemic, we had to switch from a tourism-based clientele and
repatriate customers to stores in their home countries, both from a client
services and storytelling perspective,” recounts Lisa Calatroni.
Very early on in the fashion industry, Fendi decided to launch online sales managing
internally the digital operations, as well as created an Omnichannel department before
Covid-19 and launched a new client database merging online and brick-and-mortar customers
and prospects. These investments gave the Maison full visibility and access to their
stocks, whether online or offline, and flexibility in upgrading retail operations. This meant that the
client, the product and the client advisor could be located in the same room or in three different
places, and yet be able to generate a purchase, making sure no sales opportunity would be
missed.
“The aim is to serve our clients where they want, how they want and when
they want.” summarizes Lisa Calatroni.
Augmented and smart in-store service
Information travels faster when communication channels are optimised. The Maison understood
this very acutely. Fendi equipped client advisors with a clienteling application to keep staff
up to speed with the latest news and product launches. Its many useful functionalities
included a homepage personalised by market, product training, customisation options, and of
course the possibility to access client history. This provided an innovative way to maintain a
luxury-oriented client-centric experience.
Going one step further, the Maison established its own database based on Salesforce,
which helped design offline and online clienteling campaigns based on data analysis and
predictive algorithms. This serves client conversion, upgrade and retention goals and drives
traffic to the stores and e-commerce site.
The Virtual Showroom heralded a new era for buying

The Maison took a cue from the pandemic to strengthen remote client experience to roll out a
fitting room designed for remote experience thanks to high-quality cameras which are able to
zoom into specific details of the products. Attention to lighting was key to recreate the true color
of the materials. The system is available for one-to-many presentations moderated by client
advisors and stylists and one-to-one client services, during which clients can ask to go into fine
detail for pieces of interest.
Of course, this meant innovation both in terms of technology and client engagement. Other
features such as remote payments by link, the possibility to invite friends to online
appointments and advanced styling features for client advisors were added. The virtual
showroom and clienteling app required investments in not just digital transformation, but also in
human resources. Product demonstrations were especially crucial in converting highly emotional
in-store shopping experiences onto the screen.
Lisa Calatroni puts this shift into context for the students: “The ultimate
omnichannel definition is giving the client the opportunity to interact with the
brand and shop the collections, anywhere and at any time. This is why all
systems must be interconnected and people trained on these different tools
so they are at ease while serving the clients.”
The Maison’s prime focus has always been to maintain an emotional shopping experience
and a high-quality experience in keeping with the company’s modus operandi.
Student propositions were challenged by a realistic

approach
When asked about NFTs and cryptocurrency, a new playground for brands in which luxury
houses have been testing the waters, Lisa Calatroni explained that the Maison adopted an
approach in tune with their strong positioning in luxury accessories: branded metallic cases in
collaboration with Ledger, a secure hardware wallet maker for cryptocurrencies. The Maison’s
conservative approach reflects the high risks (fraud, money laundering, etc.) involved in
accepting payments via virtual wallets, which Fendi is yet to do.
More than one student presentation broached the idea of developing a signature mobile
app. While it may offer a more seamless client experience, Lisa Calatroni detailed the important
investment it would involve, like larger scale operations and a much bigger in-house team. This
shows that operational reality and hidden costs are important to keep in mind when
brainstorming improvements. This is especially true in the digital realm: a qualified team is key
in rolling out similar tech features, a challenge the Maison experienced with the launch of the
Virtual Showroom.
Many comments and recommendations were made around social media curation and
optimizations. Students suggested adding more direct shoppable links on social platforms
like Instagram and TikTok, in order to fast-track conversion rates. As social media stands as
a Maison’s brand statement, any changes would first be subject to discussion with the Artistic
Direction.
Overall, in the spirit of Fendi’s company culture, students were welcome to make suggestions as
passion and enthusiasm are highly valued by the Maison. “We are in search of that particular
spark in the student’s eye. Being a Maison on a human scale, every contribution counts as
150%,” explained Laura Orsolini. Fendi is currently offering several internship opportunities, both
in Paris and Rome.
The crucial role of data in Retail

A key asset for LVMH Retail transformation
Anca Marola, Clienteling and Data Director at LVMH, shares with you the importance of data
in retail transformation at LVMH, and how it helps offer exceptional experiences to clients.
Blockchain and NFTs: Creating a
seamless luxury experience for clients
Discover how LVMH and its Maisons are using technology
to elevate the customer experience.
Both offline and online, an elevated customer experience is a cornerstone of the Luxury Industry.
New technological innovations are facilitating our Maisons to be able to continually offer
reinvented and superior omni channel customer experiences.
Gautier Pigasse, Head of Innovation and Blockchain at LVMH, shares his role in supporting the
Maisons in their innovative projects, and how LVMH and its Maisons are using technologies such
as blockchain and NFTs to create a seamless luxury experience for clients.
The final quiz about Retail & Customer
Experience
The last step before wrapping up this module.
Quiz results "The final quiz about
Customer Experience and Retail at
LVMH"
Success rate: 100%
When it comes to retail, what objectives do Data

and AI serve?
Select several proposals
Correct answer!
Automating tasks to improve customer satisfaction
Optimising the retail space
Personalising the customer experience
None of the above
A key stake and commitment of LVMH is to

develop its talents in Retail. Those Talents
represent at LVMH:
Choose one proposal
Correct answer!
10% of the employees worldwide
35% of the employees worldwide
More than the half of the employees worldwide
What are the main rules to follow when it comes

to customer experience?
Select one proposal
Correct answer!
Customer-first
Brand consistency
Connection with customers
All of the above
What are the main qualities to succeed as a store

manager?
Select several answers
Correct answer!
You need to have an insatiable curiosity for products
You need to like people
You need skills in storytelling
You need to be passionate
The Net Promoter Score indicates the probability

of clients recommending a product, a brand or
service.
Choose one proposal
Correct answer!
I agree
I disagree
The client experience refers to the interaction
between the client and the brand across multiple
points of contact.
Choose one proposal
Correct answer!
True
False
What are the two main roles of store managers?

Correct answer!
Providing a lasting experience with their clients
Buying raw materials
Creating products
Developing their team
In transitioning from multi-channel to omni-

channel, Wendy Chan shares the 3 critical pillars
for success:
Choose three answers
Correct answer!
Data
IT
Prices
People
At Guerlain, what are the three pillars that create

a connection with customers?
Select several proposals
Correct answer!
Store teams
Place and retail design
Customer programs
Releasing new products weekly
How many stores does LVMH have around the

world?
Select one proposal
Correct answer!
2,000
3,000
4,000
5,500+
he INSIDE LVMH Certificate

Final Assessment
Quiz results "The Final quiz"
Success rate: 91%
Which of the following statements are pillars of

the LVMH Business Model?
Select several answers.
Correct answer!
Decentralised organisation
Creating Synergies
Sustaining Savoir-Faire
Balance across business segments and locations
According to Bain & Company, by 2030 and

within the personal luxury goods market, the
online sales will represent…
Select one answer.
Incorrect answer!
Correction
According to Bain & Company, the personal

luxury goods market is expected to achieve an
annual growth rate of 6% until 2030.
Select one answer.
Correct answer!
True
False
At LVMH, omnichannel is a client-centric
approach aimed at providing a consistent,
qualitative and seamless customer experience
across all channels and geographies.
Select one answer.
Correct answer!
Yes
No
According to the Digital Innovation Director at

Louis Vuitton, the two major challenges of
innovation in the luxury sector are: integrating
human touch and finding the right pace.
Select one answer.
Correct answer!
I agree
I disagree
Which of the following proposals are part of the 7

essential characteristics that help measure the
luxuriousness of an offer?
Correct answer!
Quality
Scarcity
Personalised services
Controlled channels
Eco-conscious customers are adapting their
consumption by rethinking the products as a
service, by rediscovering vintage products and
by seeking eco-transparency from brands.
Select one answer.
Correct answer!
True
False
Which of these activities are represented within

the LVMH ecosystem?
Correct answer!
Fashion and Leather Goods
Hospitality
Wines and Spirits
Automotive
What are the main pillars of LVMH's

Environmental Strategy, LIFE 360?
Select four answers.
Correct answer!
Biodiversity
Climate
Creative Circularity
Traceability & Transparency
Deforestation
LVMH created an environmental department…

Select one answer.
Correct answer!
5 years ago
10 years ago
30 years ago
The goal of Eco-design is to integrate

sustainability and environmental protection
standards throughout the service or product life-
cycle.
Select one answer.
Correct answer!
Agree
Disagree
The circular economy is a model of production

and consumption, which involves sharing,
leasing, reducing, repairing, refurbishing and
recycling existing materials and products as long
as possible.
Select one answer.
Correct answer!
Agree
Disagree
According to Serge Carreira from Sciences Po, to

be attractive, Luxury has to reflect the following
customer's expectations:
Correct answer!
Authenticity
Transparency
Sustainability
Inclusivity
According to Carole Collet, critical ecological
challenges can be addressed creatively.
Select one answer.
Correct answer!
True
False
What are LVMH's Diversity & Inclusion three

action pillars?
Select three answers.
Correct answer!
People
Partners
Image
Nature
The protection of natural ecosystems has always

been of utmost importance to LVMH, whose
activity is reliant on natural raw materials. Please
select the natural raw materials that LVMH is
using.
Correct answer!
Flowers
Grapes
Cotton
Leather
A brand DNA is based on...

Select two answers.
Correct answer!
Heritage
New customer expectations
Values
Among the following, which ones are sources of

inspiration for designers?
Select one answer.
Correct answer!
Childhood
The brand legacy
Artistic fields
All of the above
Every design project should begin with research

and sketches.
Select one answer.
Correct answer!
True
False
Brand management's key stake is to…

Select one answer.
Correct answer!
develop the desirability of the brand
develop e-commerce strategies
A brand DNA is crucial for Maisons as it directly

impacts:
Incorrect answer!
Correction
the product development
the communication
the retailing
the organization
Thanks to its iconic colour, Veuve Clicquot has a

strong identity. Which colour is it?
Select one answer.
Correct answer!
The Clicquot Blue
Black and White stripes
The Clicquot Yellow
According to Nina Cooper from Parfums Christian

Dior, each category such as Fragrance, Make-Up
and Skincare has a different purpose for the
brand, but all of them have to be align with the
brand DNA.
Select one answer.
Correct answer!
True
False
"Creativity is a discussion, not a monologue". Do

you agree with this statement?
Select one answer.
Correct answer!
Yes
No
How can a brand develop its customer loyalty?

Through…
Correct answer!
Clienteling programs
Partnership with other Maisons
Dedicated events
Services
According to the Global Retail Experience

Director at Guerlain, which of the following pillars
create a connection with customers?
Select all answers that apply.
Incorrect answer!
Correction
Place and retail design
Customer programs
Store teams
Retail talents have the most important role in the

transformation of retail. Select one answer.
Select one answer.
Correct answer!
True
False
Today it is necessary to provide seamless

customer experiences. Thus, omnichannel and
data acceleration are important at LVMH.
Select one answer.
Correct answer!
True
False
What are the purposes of retail today, in addition

to developing sales?
Select one answer.
Correct answer!
Magnifying the product
Celebrating the brand
Nurturing client’s emotions
All of the above
Data & Artificial Intelligence is useful in retail to:

personalize the Customer Experience, optimize
Retail Space, automatize Tasks for Customer
Satisfaction.
Select one answer.
Correct answer!
True
False
With more than 50% of our talents working in

retail, the retail activity is key at LVMH.
Select one answer.
Correct answer!
True
False
What are the main qualities required for a store

manager to succeed in offering the client a
memorable experience?
Select all answers that apply.
Correct answer!
You need to have an insatiable curiosity for products
You need to like people
You need skills in storytelling
You need a high level of engagement
Welcome!
Let's start your Operations & Supply Chain learning
module
Dear learner,
We hope that you enjoyed your journey so far in the luxury sector and LVMH.
It is now time for you to discover the world of Operations, which is a crucial topic when speaking
about quality, sourcing, sustainable manufacturing & logistics, and customer experience.
Enjoy this deep dive!
Operations & Supply Chain

Meet renowned professors to deep dive into Operations.
First things first: A 360° view of

Operations
What do we mean by Operations? Which teams are
involved? What are the stakes?
Renowned expert of Operations Management in the Luxury Industry and professor of
Supply Chain Management at CentraleSupélec, Yves Dallery uncovers the definition and
application of Operations within the Luxury Industry, and reveals how this field enables to create
value for brands.
\
Focus on Fashion Supply Chain
management
Get the basics of Supply Chain management in Fashion
and understand the challenges to come.
Let's focus now more specifically on Supply Chain.

In the videos below, Laurent Raoul, Co-founder and Head of the Supply Chain Department
at L'Institut Français de la Mode, provides a specific focus on Fashion Supply Chain
management.
The Supply Chain is a key topic that has become even more important today. Learn about
its definition, role and key steps as well as its specificities related to fashion activity.
Go a step further now, and look at the future of supply chain management and
the challenges involved.
Focus on Fashion Supply Chain

management
Get the basics of Supply Chain management in Fashion
and understand the challenges to come.
Let's focus now more specifically on Supply Chain.

In the videos below, Laurent Raoul, Co-founder and Head of the Supply Chain Department
at L'Institut Français de la Mode, provides a specific focus on Fashion Supply Chain
management.
The Supply Chain is a key topic that has become even more important today. Learn about
its definition, role and key steps as well as its specificities related to fashion activity.
Go a step further now, and look at the future of supply chain management and
the challenges involved.
Operations & Sustainability
A key challenge for Operations
Fabrice Bonneau, Chairman of the Industrial Engineering Department at Ecole des Ponts,
introduces Operations and Supply Chain Management in the Luxury Industry
from an environmental perspective.
He explains how brands strive to reduce their environmental impact from the sourcing of raw
materials all the way to the distribution phase.
Quiz results "Test your knowledge on
this first section"
Success rate: 80%
According to Fabrice Bonneau, what are the four

main performance objectives of the Supply Chain
management today?
Choose 4 answers
Correct answer!
Quality of service
Stock management
Costs
Sustainability
ROI of ad campaigns
Efficiency of merchandising
According to Laurent Raoul, Global Supply Chain

management is comprised of 3 steps: Design &
Development, Production & Supply and
Distribution & Dispatch.
Do you agree with this sentence?
Correct answer!
I disagree
I agree
According to Yves Dallery, what is the definition

of Operations?
Choose one answer
Correct answer!
'Operations' refers to the sale of goods to the final customers in stores.
'Operations' refers to all the activities that transform raw materials, components, and
packaging into finished goods and then distribute those products to stores/final
customers.
'Operations' refers to all the activities that transform raw materials, components, and packaging
into finished products, distribute and sell them to final customers in stores.
What are the 2 main challenges for supply chain

and operations within the luxury industry?
Choose 2 answers
Incorrect answer!
Correction
Helping luxury Maisons become more and more customer centric
Optimising the advertising of new launched products
Dealing with mass production
Increasingly emphasising corporate social responsibility
Among the following statements, select the ones

that have a positive environmental impact.
Choose several answers
Correct answer!
Maximising the lifetime of a product
Finding a way to deliver the product as fast as possible
Avoiding the waste and destruction of products
Minimising the impact of a product on the environment
Your immersion into Operations at
LVMH
Let’s focus on these various activities, crucial to LVMH
Maisons.
360° overview of Operations at LVMH

What are the main activities in Operations?
Across the LVMH ecosystem, thousands of talents working within Operations are connected by
the ambition of offering customers a fantastic experience with high quality
products and guaranteeing optimum availability of products.
In this exclusive interview, Fabien Delahaye, Manufacturing Practices Manager at LVMH, gives
us a 360° overview of Operations at LVMH. Fabien has since had an internal mobility and moved
to Spain to take on a new role as Industrial & Supply Chain Project Manager at LOEWE.
Part 1
Let's deep dive into the first step.
The critical role of Manufacturing at
LVMH
Its definition and challenges
Manufacturing is essential in any industry. But what does it entail within LVMH and its Maisons?
What are its main features?
Manufacturing is more than just the transformation of raw materials into finished products
at LVMH. Indeed, all aspects of manufacturing reflect the Group's Values, Heritage and
Expertise.
As Group Manufacturing Leader at LVMH, I have three main missions:
 Attract new talents to the Group and develop LVMH Operations' teams with, for
example, our “Manufacturing and Supply Chain Academy". Through this academy, we
help managers growing new skills and/or increase their level of expertise in the
manufacturing and supply chain areas within the Group,
 Being a key “sparring partner” for each Maison to support their operations and help
them accelerate on transformation projects,
 Facilitate the sharing of best practices between our Maison. To foster the innovation
spirit, I am responsible for inspiring the Maisons’ team with external trends or
breakthrough initiatives.
Common Values & Shared Specificities: Our Strength

At LVMH, we have various business sectors with different industrial processes.
Making a lipstick, a leather bag, a bottle of wine or a watch involve different equipments,
processes and expertise.
Despite this variety, each Maison shares the same culture and follows three fundamental
principles when it comes to production:
First, Savoir-Faire.
Our Maisons are the custodians of an exceptional heritage of traditional craftsmanship and
creative skills. This savoir-faire is still very present in all our processes.
Second, Quality.
Quality is of fundamental importance to our work. Our talents rely on a continuous
improvement mindset to ensure the highest standards of product quality, industrial processes
and working conditions for our teams.
Last but not least, Agility.

In a company where creativity and innovation are core values, our manufacturing sites have to
be agile.
We define it as the ability of an organisation to respond quickly and effectively to expected
and unexpected changes in a fast, flexible, and cost-effective manner. It is nurtured in all areas
of operations, resulting in a sustainable long-term competitive advantage.
Challenges: Translating Innovation into Production

In today’s fast-changing world, there are major challenges to be tackled both within our Group
and across Maisons, as well as externally.
To sustain the growth of our Maisons, we need to be able to answer to increased

demand while maintaining each brand’s savoir-faire. For example, our manufacturing sites have
to strengthen their production capacities, thus we need new talents to whom it is key to transmit
our savoir-faire and expertise.
We have to adapt to changes in demand. For instance, fluctuation might occur if an influencer,
who has set his heart on a specific product, has provoked a peak in demand among customers.
On the other hand, with the pandemic situation in 2020, the question has suddenly been how to
cope with decreased demand in some regions and how to adapt production.
The Maisons within the Group are constantly innovating, with a continuous renewal of
products. Our job (and challenge!) is to manage industrially the complexity of large product
portfolios. Another challenge is the permanent effort to reduce time to market. We need to react
quickly so that the time between the idea of a new product and its delivery to the shops is kept to
a minimum.
We eventually deal with critical resources - rare and precious materials, and in our constant
quest of improving positively LVMH and its Maisons’ environmental footprint, we need to
continuously optimise our resources management and give consumers transparent
information.
Manufacturing at LVMH: The Opportunity to Work in a

Variety of Worlds
Working in the manufacturing field at LVMH is a unique experience. The Group is home to over
75 Maisons rooted in six different sectors, so it provides a rare opportunity to discover and work
within several different industrial processes.
Also, each of the Group’s brands maintains a strong focus on the exceptional quality of every
product, therefore it is an honour to participate in the process of making LVMH products.
The “value” of our products strongly relies on the exceptional work being done in our factories. In
terms of manufacturing jobs, the workers’ expertise has been gained through years of
experience, and this is something that is very noble. Being at the heart of the industrial process
allows you to work alongside with highly experienced people.
Technology & Savoir-faire

We are in the era of manufacturing 4.0, a technological transformation is currently occurring in
our factories. Data is now digitised to increase efficiency, improve quality and ease the work of
our operators.
However, technology must remain at the service of savoir-faire.

Therefore, technology will only be integrated where it is really needed and when we are
convinced that it will have a positive impact.
In a nutshell: we believe in Collective Intelligence before Artificial Intelligence.
Manufacturing Processes at
Parfums Christian Dior
Behind the scenes of a production site
Mélanie Davion, Continuous Improvement Manager and recently promoted as Industrial

Transformation Project Manager, and Tristan Floris, Bulk Manufacturing Manager, at Parfums
Christian Dior, come together to talk about engineering in the perfumes and cosmetics world,
and how quality, flexibility and teamwork are key drivers for talents in Operations.
Manufacturing and Production at TAG
Heuer
Learn about the innovations and challenges of a
watchmaking company.
As a Chief Operations Officer at TAG Heuer, what does your role involve?
As the Chief Operations Officer (COO) of a watchmaking company like TAG Heuer, my role
involves overseeing and optimizing the production processes from start to finish. This includes
managing the supply chain, logistics, manufacturing, new product development, customer
service and quality control processes to ensure that the company is able to produce high-
quality timepieces efficiently and effectively, while also ensuring compliance with all relevant
regulations and standards.
Could you tell us about your day-to-day responsibilities?

Overall, my role as COO of TAG Heuer is critical to ensure that the company is able to meet its
business objectives, maintain its position as a leader in the watchmaking industry, and provide
our customers with exceptional products and experiences.
More precisely, my key responsibilities include:
 Developing and implementing strategies to drive innovation and product development,

keeping TAG Heuer at the forefront of the watchmaking industry.
 Optimizing of the production process to ensure that the company can meet demand
while maintaining the highest levels of quality:
o Implementing new technologies
o Implementing streamlining processes
o Working closely with suppliers and partners
o Ensuring that materials and components are available when needed
 Managing our global distribution network and ensuring that our products are reaching
our customers in a timely and efficient manner.
 Managing the workforce and ensuring that employees are properly trained and
equipped to perform their jobs to the best of their abilities:
o Developing training programs
o Implementing performance metrics
o Providing ongoing feedback and support to help employees excel in their roles
o Fostering a culture of continuous improvement and innovation throughout the
organization, encouraging all employees to contribute to our success
 Overseeing our financial performance and ensuring that we are meeting our
profitability targets.
How would you describe the manufacturing process at TAG Heuer?

The manufacturing process for watches at TAG Heuer involves a series of intricate and precise
steps:
1. Design of the watch

2. Creation of a prototype and the selection of materials
3. Production and assembling of components such as movement, dial, hands, and case by
highly skilled technicians
4. Quality control measures process to ensure that each watch meets the company's
exacting standards
In terms of the stakes, quality is of paramount importance. Customers expect their watches to be
reliable, accurate, and durable.
In a VUCA (volatile, uncertain, complex, and ambiguous) world, it's essential for companies to
be agile and adaptable. This means being able to quickly adjust production processes,
supply chain management, and other operations in response to changing market conditions.
Innovation is at the center of your activities. Could you please highlight some examples?
Indeed, TAG Heuer is a brand that has a long history of innovation, having developed several
groundbreaking models over the years, such as the Monaco and the Carrera. The brand has also
been at the forefront of developing connected watches and has a strong focus on performance
and sport.
Moreover, there are further innovations that need to be mentioned:
1. Smartwatches
One of the most significant innovations in recent years has been the development of
connected watches, also known as smartwatches. These watches are equipped with sensors
and other technologies that allow them to connect to the internet, track fitness metrics, provide
notifications, and perform other functions beyond simply telling time. Companies like Apple,
Samsung, and Garmin have been at the forefront of this trend.
2. Materials and techniques

Another area of innovation at TAG HEUER has been the use of new materials and
manufacturing techniques. For example, we have experimented with using carbon fiber,
ceramic, and other high-tech materials to create lighter and more durable watches. One very
interesting new material we are now using at TAG HEUER is Lab-grown diamonds. These
diamonds are created in a laboratory setting using advanced technology that replicates the
natural process of diamond formation. With these diamonds we are able to offer new shape and
texture that you can’t get with natural one and express new customized design to our clients.
3. Blockchain technology
Finally, a few numbers of watch companies have also been exploring the use of blockchain
technology to track the authenticity and ownership of their watches. By using blockchain,
companies can create a tamper-proof record of a watch's history, which can help to prevent
counterfeiting and improve transparency in the supply chain.
Looking towards the future, what are the next challenges?

Based on current trends in the high-end Swiss watch industry, here are some potential
challenges and opportunities that companies might face in 2023:
 Sustainability commitments: Consumers are increasingly concerned about the

environmental impact of their purchases, and high-end Swiss watch companies will need
to address this issue in order to stay competitive. This may involve using more
sustainable materials, reducing waste in the manufacturing process, or partnering
with environmental organizations to promote conservation efforts.
 Innovation as a key asset for the future: The high-end Swiss watch market is highly
competitive, with many established brands and new entrants vying for market share.
Companies will need to stay ahead of the competition by developing innovative new
products, improving their marketing strategies, and building strong relationships with
customers.
 Evolving consumer preferences: The preferences and priorities of high-end Swiss
watch consumers can shift rapidly, and companies need to stay attuned to these
changes in order to remain relevant. For example, there may be increased demand
for watches with more sustainable materials or those with advanced technological
features such as connected capabilities.
 E-commerce: The growth of e-commerce has disrupted traditional retail channels and
the high-end Swiss watch industry has been slow to adapt. However, with the rise of
online marketplaces and the convenience of e-commerce, companies will need to build
and improve their online presence to compete and grow their business.
These are just a few potential challenges and opportunities that high-end Swiss watch
companies may face in 2023. By staying ahead of the curve and addressing these issues
proactively, TAG Heuer continues to grow on key markets.
Leather Goods' Production at Celine

Agility of a production site
We saw an overview of Manufacturing in the Perfumes & Cosmetics and Watchmaking sector.
Now, let's go to Italy in a fashion Maison.
Jean-Marie, from Celine's Leather Goods Production team, gives you the lowdown on his day-to-
day at Celine's production site in Tuscany (Italy), and on the importance of creating an agile
production line in an ever-changing world.
Overview of Production in Champagne

Main stakes of a Production Director in the Wines & Spirits
Division
Could you please introduce yourself?
My name is Ghislain Bonnet, I have been working within the LVMH Group since 2019 and
currently I am the Production Director of the Maisons Moët & Chandon, Dom Pérignon, Ruinart
and Mercier. Before joining the LVMH Group, I had an initial experience of 10 years in the food
industry where I had different types of responsibilities in project management, logistics and
production.
As the Production Director of four champagne producers, I can say that there are many
similarities between these Maisons. Such similarities would be for example the Champagne
region, their centuries-long heritage and their production processes. Most importantly
though, I would say that all four Maisons have been able to develop themselves throughout
their history, and they are able to continuously improve the quality of their products,
respond to new markets and ultimately, to increase their volumes.
You worked in other industries before joining LVMH and the Wines &
Spirits sector. Could you enhance the specificity of working in
Manufacturing for Champagne Maisons?
Champagne production draws its added value from the ageing of time, whereas most other
industries are always looking to shorten production time. This drives us to implement operational
excellence programs specific to our production processes. And more than in any other industry,
we also invest over several years to improve the quality and the way we develop our products.
“Our purpose: enhance the value of our products after several years of
ageing.”
What are your key missions as Manufacturing Director?
My main mission as Production Director is to meet the production needs requested by the
Maisons in terms of quantity and quality.
I also have to project the evolution plan of the industrial sector to achieve the strategic
objectives of the Maisons for the next ten years. For example, the challenge of dividing our
carbon footprint by two by 2030 is certainly one of the most structuring and exciting challenges
for me and my department. To do so, my team and I are working in collaboration with other
departments, such as Marketing, Supply Chain, Oenology, Technical Services, Human
Resources, Quality, Packaging Development and Finance.
Last, but absolutely not least, my key role is to lead the production teams. I manage more than
500 people in my team spread over four production sites. In my team, there are operators,
machinists, technicians, managers and engineers. As a director, it is part of my role to establish
with them their individual and collective targets, their progression and development plan as well.
What are the key stakes for the future?
In our manufacturing process, major investments are regularly made to modernize our facilities,
to meet the new needs of our Maisons in terms of quality improvement, control of our processes
and efficiency.
Some of our installations, such as our traceability system or our auto guided trolleys, are truly at
the forefront of industry 4.0 facilities. Moreover, we have set up a single-bottle traceability system
using UV ink specially developed for printing on glass bottles.
Personally, when I joined the Group, I was positively surprised by the incredible balance between
historical “savoir-faire” and the modernity of some of our facilities. After working at the Group for
some years, I believe the key word for Production Managers at Moët & Chandon
is development.
Looking at the future, we not only need advanced specialists, as we highly value the curiosity
and interest that one shows in our products and practices. With new, fresh perspectives, together
we will be able to further develop the workforce, organizations, practices, and ultimately, our
business.
Focus on Product Compliance at

Sephora
Excellence and quality first!
All products developed must be compliant with international regulations.
Noémie Saillon, Development Director at Sephora, talks about the importance of compliance in
the cosmetics world.
Part 2
Now, deep dive into Supply Chain!
Supply Chain at LVMH: a key business

driver
Deep dive into the specificities of the LVMH Supply Chain.
Supply Chain is essential in any industry. But what does it concretely entail within a Luxury
Group such as LVMH and what are its main features?
What is the supply chain?
A supply chain refers to the management of the flow of products and services – namely
providing the right products and services, at the right time, with the best quality, with the right
quantity, and at the right cost. There are numerous elements to it, including strategic design of
the production and distribution network, demand forecasting, production and distribution
planning, stock sizing, transportation …
This is why Supply Chain is at the heart of the customer promise: having the right product
availability in stores or online, being able to deliver it in a seamless way to the client, by
respecting the delivery leadtime, with a frictionless return experience… This is definitively the key
to ensuring client satisfaction and loyalty.
But more recently, the supply chain has also been about embracing structural changes and
transformation to adapt to the VUCA (Volatile, Uncertain, Complex, & Ambiguous) world.
What are the key specificities of the LVMH Supply Chain?

First, there is not just one LVMH Supply Chain, but almost as many Supply Chains as we have
Maisons, since the LVMH group is very decentralized.
Nevertheless, all these Supply Chains share the same specificities:
 A worldwide distribution: products are distributed all over the world.

 A wide diversity of products: from limited edition of premium products (e.g. Chaumet
Tiara) to products being sold in hundreds of thousands quantities (e.g. bottles of Moët
champagne).
 A wide diversity of clients with a large variety expectations (in terms of products,
services, delivery leadtime, cultural differences…).
 A wide diversity of sales channels (Retail, Wholesale, e-commerce, marketplace…).
 With a lot of manufacturing and sourcing constraints: raw materials scarcity, limited
manufacturing capacity…
 But most importantly - with a high focus on Product Quality & Client Experience.
Coming from an engineering background, due to its complexity and diversity, the LVMH Supply
Chain is one of the most stimulating and challenging Supply Chains that I could have found as
a Supply Chain Expert.
The Supply Chain of LVMH Maisons is one of the most complex, but
therefore, one of the most stimulating and challenging in the world!
How the Luxury Supply Chain has evolved in the past few
years?
Over the past few years, with the COVID crisis as well as the rise of e-commerce/Digital, the
spotlight has turned to the supply chain, which has become even more vital to ensure smooth
business processes.
Seen as a support function for the past 20 years, Supply Chain has now become a strategic
part of our Maisons' business. As Supply Chain experts, we were previously convinced deep
inside that this was the case, but, in the light of the previous years, we really have gained 10
years of transformational mindset about how sexy and important Supply Chain actually is!
Supply Chain is not just a simple support function, it is a crucial business

driver. Without Supply Chain, there is simply no business!
Within LVMH, the Supply Chain transformation is based on 5 key pillars:
1. Sustainability and Corporate Social Responsibility: to make sure that our products
are not only beautiful, but also green. The LVMH Group, for example, has reduced by
11% its energy-related GHG emissions in 2022 (baseline: 2019), and improvements in
supply chain activities, such as raw material production and distribution, have greatly
contributed to this effort.
2. Agility: as we never know what we will need to deal with in the coming months or years.
Our only certainty is that something could happen and that the most agile and resilient
supply chains will come out on top.
For example, a few years ago, we couldn't have imagined that we would have to manage
a sanitary crisis, an Evergreen container ship stuck in the Suez canal, the Ukraine/Russia
war, an energy crisis… . And yet we were able to react quickly and efficiently!
During lockdown, for instance, Louis Vuitton has created a virtual showroom in record
time to allow teams across the world to see the latest collections and place orders.
3. Digital: to begin with, the luxury sector didn’t adapt well to the digital world - largely
because luxury is based on the idea of rarity and exclusivity, which appears to be in
contradiction with the internet, where everything is accessible to everyone. Moreover, the
in-boutique experience has always been central to our client relationship.
But recently, changes in consumer behaviour have driven luxury Maisons to include
digital components, gradually incorporating technology into everything - from customer
service and product innovation to the end-to-end supply chain. In this way, the digital
allows us to serve our customers in the best way we possibly can.
Over the last decade, LVMH has invested massively in digital technologies. E-commerce
will also represent 30%+ of the sector’s sales by 2025-2030, if not more! In that regards,
supply chain is and will be a growing key success factor for brands.
4. Omnichannel: the dichotomy between the digital and physical worlds is no longer
relevant, with today’s customers often choosing to discover new collections online,
reserving products, then going to try them on in physical stores. It is about offering fluidity
between the online and offline worlds, while maintaining our standards of excellence.
5. People: behind successful Supply Chains, there are great people and teams. People
make the difference. Therefore, we are convinced that we need to attract and develop
new supply chain talents to help us tackle these numerous but incredibly interesting
challenges.
What does the role of a Supply Chain leader within LVMH

Holding entail?
To help all the LVMH Group Maisons address the key challenges of their Operations (growth,
agility, efficiency, quality, sustainability, etc.) while building the Operations of tomorrow, LVMH
has created a center of expertise at the Holding level.
This Group Operations department brings together the following three areas of expertise: Supply
Chain, Manufacturing and Purchasing.
My role as a Supply Chain leader is to support the Maisons through all their Supply Chain
challenges through the following levers, all while respecting their autonomy:
 Attracting new talents to the Group and developping LVMH Supply Chain'
teams with, for example, our “Manufacturing and Supply Chain Academy". Through this
academy, we assist managers in growing new skills and/or increasing their level of
expertise in the manufacturing and supply chain areas within the Group.
 Being a key “sparring partner” for each Maison to support their operations and help
them accelerate on transformation projects.
 Facilitating the sharing of best practices between our Maisons. To foster the innovation
spirit, I am responsible for inspiring the Maisons’ team with external trends or
breakthrough initiatives.
What I can say for sure, is that the positioning of this team (on all supply chain issues, in concern
to strategic and operational aspects), as well as its transverse vision of the Supply Chain issues
of the Group's Maisons, is definitively unique and one of a kind!
Supply Chain at Sephora

Learn about Sephora’s Supply Chain performance factors.
As part of the Selective Retailing Division, Sephora offers unique shopping experiences across
the world.
Learn from Muriel Wojdyniak, Supply Chain Performance and Process

Manager at Sephora, about the indicators followed by the Maison and its Supply Chain stakes
for the future.
Supply Chain at Louis Vuitton
Missions and key challenges of the Supply Chain
Martin Saraux is the Global Inventory and Distribution Manager for Leather Goods at Louis
Vuitton. Watch his video and deep dive into the missions and key challenges of Supply Chain
within the Maison.
Supply Chain at Fendi

Crucial roles of the Supply Chain
Learn from Maurizio Zaccuri, Supply Chain and Logistic Manager for Europe and Middle
East, about the key roles of Fendi's Supply Chain, and get to know which three key flows the
Maison is following.
Supply Chain at Christian Dior Couture
The key role of a fashion brand's supply chain department
Maxime Sabeg, as Europe & US Supply Chain Planning Manager at Christian Dior Couture,
gives you unique insights into his Maison's key supply chain processes and main challenges.
As of today, Maxime has been promoted as Industrial Planning Manager at Guerlain, in the
Perfumes & Cosmetics division.
Production and Shipping at Hennessy

Get a look into the daily life of the Director of Production
and Shipping at Hennessy.
Hello Sandra, can you please introduce yourself?
I am Sandra Domenech, and I have been Director of Production & Shipping at
Hennessy since January 2022.
After graduating as a food industry engineer, I started my career in continuous improvement in

various food-industry groups. I joined Guerlain in 2007 as a continuous improvement engineer
and later became production manager. After that, I discovered packaging procurement before
joining the Maison Hennessy in Cognac in 2015.
I was lucky to be able to grow through the different missions entrusted to me – first as production
supervisor for two bottling lines, then as logistics manager for storage and shipping of finished
products. In January 2022, I was appointed Director of Production and Shipping.
Where does your interest in the Wines and Spirits sector
come from?
I have always been attracted to production and continuous improvement. I find it exciting to
watch the synchronization of the machines and the flow of products as they pass through each
step in just a few minutes.
I discovered Wines and Spirits, Cognac in particular, at the start of my career with Guerlain,
when I took an interest in the Group’s products and shared ideas with colleagues in the LVMH
universe. It was when I arrived in Cognac that I learned how to appreciate this spirit and
understand all its different dimensions, thanks to enthusiastic and stimulating colleagues.
Working at Hennessy means becoming part of a local ecosystem: you live in the middle of the
vines and work in close collaboration with our 1,600 wine-grower partners. You are at the heart
of a network of local suppliers (60% of our suppliers) in a region governed by the AOC Cognac
designation of origin. Given our position as leader in the sector, every decision we make has to
be carefully measured since it could have repercussions on an activity that sustains more than
60,000 people.
Can you explain your role as Director of Production and Shipping

at Hennessy?
My role entails coordinating over 350 people, from the delivery of materials (bottles, stoppers,
boxes, labels) to our 10 packaging lines located on three sites, plus the storage and shipping of
the finished products across the world.
Most importantly, I make sure that I give every employee the means to grow at Hennessy,
so that each of them can give the best of themselves every day, in a safe environment, to
produce products that meet our standards in terms of food quality and aesthetics.
We have a broad range of products and activities. On the one hand, our volumes are driven by
the VS and VSOP age categories bottled on modern, automated, high-performance lines. On
the other hand, we produce exceptional XO-category cognac in decanters, including Baccarat
crystal decanters – unique objects that are shipped to customers by white glove delivery. This
wide spectrum calls for a broad range of skills and know-how blending modernity and fine
craftsmanship.
Operational excellence is our daily obsession. It leads us to surpass ourselves to stay ahead of
our peers while bearing in mind the values that guide our action: elegance in our relationships
with customers and partners, and a commitment to sustainable development.
How do you interact with other departments?

Within the Operations team, I collaborate on a day-to-day basis with:
 The quality team, to ensure constant and irreproachable quality. We talk about being
“Right First Time” at each step of production;
 The Supply Chain team, to convert market needs into shipping plans and production
schedules;
 The technical team, both for investment in new machines or sites and monitoring, and
technical maintenance of our existing facilities;
 The packaging development and purchasing teams, which help production teams and
suppliers develop marketing projects and,
 The continuous improvement team to deploy new collective initiatives in our search for
progress.
What does your typical day look like?

My days just fly by!
I have regular meetings – I call them rituals - with my team of 12 supervisors, one-on-one or
collectively, to align our practices and our messages. It’s a broad spectrum: we have a safety
and environment supervisor, a dry materials supervisor, production supervisors, a flow, storage
and shipping supervisor and others responsible for personnel management and indicators or
project management.
It is important that we share the same vision and the same way of approaching topics such as
safety messages, organization of our teams, deployment of new tools or software, etc.
My day is structured around many meetings.

I oscillate between the very short term, involving rapid and effective decisions - for instance,
opening up a second shift on production lines to handle a product launch or a customer request -
and the medium/long term, through strategic reflection on the future and the
transformation of our Maison to support growth and new projects. This work may involve
developing multi-skilled teams, setting up a new workshop dedicated to Rare Editions, or
choosing new machine technologies, for instance.
This oscillation between long-cycle activities (the ageing of our eaux de vie over several years)
and short-cycle activities (filling bottles, packing them in thousands of boxes in a few days,
then shipping them to more than 160 countries) is defining and singular to our Maison.
At Hennessy, we have the human and financial resources to tackle extraordinary projects and
bring them to fruition.
As production supervisor, I was also project leader for the new production unit on a new bottling
site under construction. Working with a team of operators, I was able to design intuitive,
ergonomic, live-production management software, develop workstations adapted to each section
of the line, and challenge machine suppliers to come up with innovative solutions, allowing us to
make further progress in terms of ergonomics and quality requirements.
Today, I support my teams on projects that are just as ambitious and important for the future of
the Hennessy Maison.
What challenges are you facing?

The world is changing fast and consumers are looking for new experiences.
Guided by long-cycle considerations, which are key to the exceptional quality of our cognacs, we
need to step up the pace of innovation in packaging and customer experience. This means
showcasing our know-how (calligraphy, use of decorative threads and personalization of our
exceptional decanters) while also developing the agility to produce limited editions on machines
that operate at 20,000 bottles an hour.
The floor is yours
It's your turn to focus on a key challenge within the field
of Operations.
What is the “Last Mile” and what is at
stake when it comes to delivering
products?
This practical case makes you reflect upon LVMH products'
delivery process.
Let's talk about “Last Mile Delivery”: the last leg of the
delivery process, all the way from the distribution center,
or store, to clients' doorsteps.
What is at stake?
LVMH and its 75 Maisons aim at offering a high quality experience and the best service to
customers. The client delivery experience has to be at the same level as our whole client
experience, with the highest standards of excellence.
It is an opportunity for the Group to set up those standards in the area of delivery, and not just
eliminate frictions & pain points. The LVMH group wants to use this last mile
delivery to strengthen the desirability of the brands and add the touch of magic that makes
the difference.
The challenge of this project relies on matching the unique experience offered to LVMH
customers VS the market delivery standards that can be somehow disappointing in terms
of client service, shipping options, tracking, delivery, unboxing experience and returns…
and that doesn’t take into account environmental & social impact.
The floor is yours pt.2
Let's talk about the customer experience all along the
delivery phase.
5 key dimensions were identified by LVMH Maisons to reinvent the delivery customer
experience:
- A delivery on a precise time-slot with possibility to reschedule as desired (as opposed to
express delivery)
- A sustainable approach (from an environmental & social point of view)
- A process 100% available and adapted to client requirements and needs
- Customisation of the customer experience
- A human-based relation
Please take 30 minutes to reflect upon what LVMH could do to improve the delivery experience
in each one of those dimensions.
Find 2-3 examples from your personal experience, and then examples that you found on the
internet.
Synthesis of the main features of the
project
Five key implemented features
Two years ago, with stores being closed due to the COVID-19 pandemic, LVMH and more than
10 Maisons worked closely and with agility on a first pilot in Paris.

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The Values of LVMH

1. Being creative and innovative

3. Cultivating an entrepreneurial spirit

4. Being committed to positive impact

Discover the uniqueness and diversity

Focus on Fashion & Leather Goods

Focus on Fendi: How the Maison is

What’s the key to good craftsmanship?

What makes good storytelling?

How do you keep clients interested in your products?

Are Millennials & Gen Zers important to the brand?

What does modern craftsmanship involve?

How important is education to Fendi’s future?

How can you do this?

How would you describe your role?

What things do all of Fendi’s creations have in common?

Focus on Wines & Spirits

 Pursue value-enhancing strategy

Focus on Veuve Clicquot: The ride from grape to

Focus on Perfumes & Cosmetics

Focus on Watches & Jewelry

Focus on TAG Heuer's Watchmaking excellence

Focus on Selective Retailing

Focus on Le Bon Marché: The world’s first

Did you know Le Bon Marché was a forerunner of home delivery?

Did you know Le Bon Marché initiated the self-service stand?

Focus on Other Activities

Focus on Cheval Blanc - An invitation to the

A new vision of luxury hospitality

The Art de Recevoir, a Cheval Blanc signature

Sunrise bootcamp, Mini-Moke picnics on secret beaches, surprise birthdays organized by Le

Where craftsmanship meets creativity

A careful attention to exclusivity

…of which success is driven by a

PILLAR 1: Decentralised Organisation

LVMH’s organisation is agile and decentralised, which

PILLAR 2: Vertical Integration

PILLAR 3: Sustaining Savoir-faire

PILLAR 4: Organic Growth

PILLAR 5: Creating Synergies

PILLAR 6: Balance across business segments and

Here are some figures:

Your immersion into the Luxury

Luxury is quite elusive in nature: when you see a luxury

How to define luxury?

Main factors influencing the future

Let's focus on the major stakes shaping

Luxury brands must both address new

In which way have consumers started reshaping their

…and tackle the challenge of

How can brands enhance authentic consumer pride, while

Therefore, brands try to find

How do you both manage the risk of innovation?

Does being innovative require having a large budget?

A: Combining high ambition with budget constraints forces you to be creative.

What is your vision for the future?

A: At LV, we like to say that today’s innovation is tomorrow’s tradition.

An example of a great innovation?

What are the sources you go to for inspiration?