lvmh-subsidiaries

What are the LVMH subsidiaries?

LVMH is a French multinational corporation and conglomerate with a focus on luxury goods. The company, which is officially known as LVMH Moët Hennessy Louis Vuitton, was founded in 1987 by Bernard Arnault, Alain Chevalier, and Henry Racamier.  Arnault, a French investor, had the idea to create a luxury brand group from the outset. To realize this vision, he collaborated with the CEO of Moët Hennessy Alain Chevalier and the president of Louis Vuitton Henry Racamier. The integration of these aspirational brands was ultimately successful and has been replicated by other companies in the industry. At the time of writing, LVMH operates 75 subsidiaries which it calls houses across six core sectors: wines and spirits, fashion and leather goods, perfumes and cosmetics, watches and jewelry, selective retailing, and other activities.

History of LVMH

LVMH is a French multinational holding corporation and conglomerate with a core focus on luxury items.

The company owes its name to the merger that preceded its formation; namely, that of French fashion house Louis Vuitton (LV) and wine and spirits company Moët Hennessy (MH) in 1987.

How did this vast company – which is now worth around $330 billion – come to be?

Bernard Arnault

bernard-arnault-net-worth
Bernard Arnault’s wealth is around $203 billion. Indeed Arnault is the CEO and chairman of the luxury goods conglomerate LVMH Moët Hennessy Louis Vuitton, a massive luxury group that generated over €79 billion in revenue ($83 billion) in 2022, spanning across wines, fashion, cosmetics, and retail. The Arnault family group owns 48.18% of the capital for LVMH with 63.9% voting power, making Bernard Arnault the principal owner and decision-maker. His stake is worth over $203 billion.

No LVMH founding story could omit to mention its founder, the French billionaire businessman Bernard Arnault.

In 1984, Arnault learned that the French government was looking for a buyer for a failed textile empire that also owned several other companies.

The failed empire was known as Boussac, and one of the companies it owned was the fashion house Christian Dior.

To buy Boussac, the 35-year-old Arnault ponied up $15 million of his own money with $45 million from the French financial services company Lazard Frères (now Lazard).

By the end of 1989 and just two years after acquiring Boussac, Arnault laid off 9,000 workers and sold its textile and disposable diaper division for around $500 million.

The merger between Louis Vuitton and Moët Hennessy 

In 1984 and quite separate from Arnault’s ambitions, Louis Vuitton announced it would merge with Moët Hennessy to create a joint holding company with more than $2 billion in revenue.

In charge of the new company known as LVMH was former steel tycoon Henry Racamier.

The deal was initially seen as a way for Louis Vuitton to expand and to protect Moët Hennessy from a takeover.

However, at some point, management from Louis Vuitton suspected that Moët Hennessy had nefarious intentions to take it over.

A torturous and protracted court battle then ensued with the families of both companies at odds over the best strategy moving forward.

Racamier hires Arnault

In a move that would prove to be his undoing, Racamier hired Arnault to bolster his support as disagreements between the Vuitton family, Moët Champagne, and Hennessy Cognac continued.

However, Racamier and Arnault themselves also clashed over their different management styles.

In the end, Arnault acquired a significant 34.5% stake in LVMH and, in 1989, forced Racamier to resign from his position as chairman after winning a court battle.

Victorious, the 43-year-old Arnault had control over France’s largest-public owned company.

Acquisitions and early headwinds

Despite acquiring several successful luxury brands in the early 1990s such as Givenchy, Loewe, Sephora, Thomas Pink, and Kenzo, sales were impacted by the Asian economic crisis.

Since the Asian market was responsible for almost 50% of LVMH’s revenue, the company’s share price experienced a slow but steady decline over the decade.

It did not start to rise until LVMH acquired the Gucci Group in 1999, which kicked off the luxury wars, and eventually, Gucci ended up in the hands of Kering.

kering-business-model
Kering Group follows a multi-brand business model strategy. The central holding helps the brands and Houses part of its portfolio leverage economies of scale while creating synergies. At the same time, those brands are run independently. Kering is today a global luxury brand that made over €20 billion in revenue based on this multi-brand strategy. Within Kering Group are brands like Gucci, Bottega Veneta, Saint Laurent, and many more—the primary operating segments based on luxury and lifestyle.

Today Gucci is a powerhouse, and the most prominent brand within Kering, generating nearly €10.5 billion in revenue!

gucci-revenue
Gucci generated €10.49 billion in revenue in 2022, compared to €9.73 billion in 2021 and €7.44 billion in 2020.

Further acquisitions

In the 2000s, Arnault added more brands such as DKNY, Fendi, Moynat, Loro Piana, Repossi, Jean Patou, Dior, and Stella McCartney. 

While LVMH now owns more than 70 different brands, each brand has creative autonomy and its heritage is preserved. Nevertheless, each leans on LVMH’s centralized corporate and financial support as required.

In acquiring so many brands, LVMH has created an oligopolistic luxury fashion market structure that few thought possible a few decades ago.

Parfums Christian Dior

Parfums Christian Dior is the perfumery, makeup, and skincare line of French fashion house Christian Dior SE which was founded in 1946 and is now chaired by Bernard Arnault.

The first product to be released was a women’s perfume, but in more recent times the subsidiary has started selling men’s fragrances and a greater variety of cosmetics. These include foundations, concealers, mascara, brushes, and lipstick.

Dom Pérignon

Dom Pérignon is a vintage champagne brand that was named after the Benedictine monk and cellar master who was a pioneer of blending grapes to improve wine quality.

The quality and pedigree of Dom Pérignon are such that the wine will not be produced in years considered to be poor vintages. LMVH assumed control over the company when it acquired fellow wines and spirits house Moët & Chandon.

Chaumet

Chaumet is a luxury jeweler and watchmaker that was founded in 1780 by Marie-Étienne Nitot. With over 240 years of craftsmanship experience and an impressive list of clientele, the company has seen expansion into Asia with a particular focus on the Chinese market.

LVMH acquired Chaumet in 2012.

DFS

One of the less well-known LVMH subsidiaries is luxury product travel retailer DFS. 

The company, which was founded in Hong Kong in 1960, operates over 400 duty-free stores across 15 major airports and 18 popular travel destinations.

In addition to high-end products, DFS also sells premium services such as a beauty concierge and exclusive airport lounge access.

Royal Van Lent

Royal Van Lent is a Dutch manufacturer of luxury yachts that was founded as an association of families to revive the industry after World War II.

One of these families was the Van Lent family, who owned a shipyard many years beforehand and consistently produced fast yachts that won speed races.

The company was awarded its royal charter in 2001, with LVMH acquiring it seven years later. Royal Van Lent’s signature Feadship Tango superyacht was released in 2011 and retailed for approximately $120 million.

Key takeaways

  • LVMH is a French multinational corporation and conglomerate with a focus on luxury goods. At the time of writing, LVMH operates 75 subsidiaries which it calls houses across six core sectors.
  • Parfums Christian Dior is a men’s and women’s cosmetic company owned by LVMH, while the famous champagne brand Dom Pérignon also came under the company umbrella after it acquired fellow wines and spirits brand Moët & Chandon.
  • Some lesser-known LVMH subsidiaries include luxury watch and jewelry maker Chaumet, premium duty-free product and service provider DFS, and Dutch yacht manufacturer Royal Van Lent.

Read Next: LVMH Business Model, Kering Business Model, Prada Business Model.

Read Next: ASOS, SHEINZaraFast FashionUltra-Fast FashionReal-Time Retail, Slow Fashion.

What brands are owned by LVMH?

LVMH Group generated €64.2 billion in revenues in 2021, comprising 75 houses and brands like Louis Vuitton, Christian Dior Couture, Fendi, Loro Piana, and many others. The company employed 175,000 people in 2021.

Does LVMH own Gucci?

LVMH does not own Gucci. Rival Kering owns Gucci. In the late 1990s and early 2000s, a war between Prada, Kering, and LVMH ensued to take over Gucci, which eventually would be successfully bought by Kering. In 2021, as part of Kering, Gucci generated €9.73 billion in revenues.

Is Prada owned by LVMH?

LVMH does not own Prada. Prada is still in the hands of Miuccia Prada and Patrizio Bertelli. It’s one of the few fashion brands still in the hand of the family which founded it.

How many brands of LVMH are there?

LVMH Group generated €64.2 billion in revenues in 2021, comprising 75 houses and brands.

Related Visual Resources

Slow Fashion

slow-fashion
Slow fashion is a movement in contraposition with fast fashion. Where in fast fashion, it’s all about speed from design to manufacturing and distribution, in slow fashion, quality and sustainability of the supply chain are the key elements.

Patagonia Business Model

patagonia-business-model
Patagonia is an American clothing retailer founded by climbing enthusiast Yvon Chouinard in 1973 who saw initial success by selling reusable climbing pitons and Scottish rugby shirts. Over time Patagonia also became a fashionable brand also for its focus on slow fashion. Indeed, the company sells high-priced clothing items built to last which it will repair for free.

Patagonia Organizational Structure

patagonia-organizational-structure
Patagonia has a particular organizational structure, where its founder, Chouinard, disposed of the company’s ownership in the hands of two non-profits. The Patagonia Purpose Trust, holding 100% of the voting stocks, is in charge of defining the company’s strategic direction. And the Holdfast Collective, a non-profit, holds 100% of non-voting stocks, aiming to re-invest the brand’s dividends into environmental causes.

Fast Fashion

fast-fashion
Fash fashion has been a phenomenon that became popular in the late 1990s and early 2000s, as players like Zara and H&M took over the fashion industry by leveraging on shorter and shorter design-manufacturing-distribution cycles. Reducing these cycles from months to a few weeks. With just-in-time logistics and flagship stores in iconic places in the largest cities in the world, these brands offered cheap, fashionable clothes and a wide variety of designs.

Inditex Empire

inditex-fast-fashion-empire
With over €27 billion in sales in 2021, the Spanish Fast Fashion Empire, Inditex, which comprises eight sister brands, has grown thanks to a strategy of expanding its flagship stores in exclusive locations around the globe. Its largest brand, Zara, contributed over 70% of the group’s revenue. The country that contributed the most to the fast fashion Empire sales was Spain, with over 15% of its revenues.

LVMH Business Model

lvmh-group-business-model
LVMH is a global luxury empire with over €79 billion ($83 billion) in revenues for 2022, spanning several industries: wines and spirits, fashion and leather goods, perfumes and cosmetics, watches and jewelry, and selective retailing. It comprises brands like Louis Vuitton, Christian Dior Couture, Fendi, Loro Piana, and many others.

Kering Business Model

kering-business-model
Kering Group follows a multi-brand business model strategy. The central holding helps the brands and Houses part of its portfolio leverage economies of scale while creating synergies. At the same time, those brands are run independently. Kering is today a global luxury brand that made over €20 billion in revenue based on this multi-brand strategy. Within Kering Group are brands like Gucci, Bottega Veneta, Saint Laurent, and many more—the primary operating segments based on luxury and lifestyle.

Kering Brands

kering-brands
Kering is a luxury goods multinational founded in France by François Pinault in 1963. The company, which initially specialized in timber trading, grew via acquisitions and was listed on the Paris Stock Exchange in 1988. Two years later, Kering merged with a French conglomerate interested in furniture, department stores, and bookstores.

Ultra Fast Fashion

ultra-fast-fashion
The Ultra Fashion business model is an evolution of fast fashion with a strong online twist. Indeed, where the fast-fashion retailer invests massively in logistics and warehousing, its costs are still skewed toward operating physical retail stores. While the ultra-fast fashion retailer mainly moves its operations online, thus focusing its cost centers on logistics, warehousing, and a mobile-based digital presence.

ASOS Business Model

asos-business-model
ASOS is a British online fashion retailer founded in 2000 by Nick Robertson, Andrew Regan, Quentin Griffiths, and Deborah Thorpe. As an online fashion retailer, ASOS makes money by purchasing clothes from wholesalers and then selling them for a profit. This includes the sale of private label or own-brand products. ASOS further expanded on the fast fashion business model to create an ultra-fast fashion model driven by short sales cycles and online mobile e-commerce as the main drivers.

Real-Time Retail

real-time-retail
Real-time retail involves the instantaneous collection, analysis, and distribution of data to give consumers an integrated and personalized shopping experience. This represents a strong new trend, as a further evolution of fast fashion first (who turned the design into manufacturing in a few weeks), ultra-fast fashion later (which further shortened the cycle of design-manufacturing). Real-time retail turns fashion trends into clothes collections in a few days or a maximum of one week.

SHEIN Business Model

shein-business-model
SHEIN is an international B2C fast fashion eCommerce platform founded in 2008 by Chris Xu. The company improved the ultra-fast fashion model by leveraging real-time retail, quickly turning fashion trends in clothes collections through its strong digital presence and successful branding campaigns.

Zara Business Model

zara-business-model
Zara is a brand part of the retail empire Inditex. Zara is the leading brand in what has been defined as “fast fashion.” With almost €20 billion in sales in 2021 (comprising Zara Home) and an integrated retail format with quick sales cycles. Zara follows an integrated retail format where customers are free to move from physical to digital experience.

Wish Business Model

wish-business-model
Wish is a mobile-first e-commerce platform in which users’ experience is based on discovery and customized product feed. Wish makes money from merchants’ fees and advertising on the platform, and logistic services. The mobile platform also leverages an asset-light business model based on a positive cash conversion cycle where users pay in advance as they order goods, and merchants are paid in weeks.

Poshmark Business Model

poshmark-business-model
Poshmark is a social commerce mobile platform that combines social media capabilities with its e-commerce platform to enable transactions. It makes money with a simple model, where for each sale, Poshmark takes a 20% fee on the final price for sales of $15 and over and a flat rate of $2.95 for sales below that. Its gamification elements and the tools offered to sellers are critical to the company’s growth as a mobile-first platform.

Read Next: Zara Business Model, Inditex, Fast Fashion Business Model, Ultra Fast Fashion Business Model, SHEIN Business Model.

Other business resources:

About The Author

Scroll to Top
FourWeekMBA