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Good morning to all new and old readers! Here is your Saturday edition of Faster Than Normal, exploring the stories, ideas, and frameworks of the world’s most prolific people and companies—and how you can apply them to build businesses, wealth, and the most important asset of all: yourself. 

Today, we’re covering LVMH’s journey from a bold vision in luxury to becoming the world’s largest luxury conglomerate, driven by strategic acquisitions, innovation, and a commitment to craftsmanship.

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What you’ll learn:

• How LVMH overcame crisis to become the dominant force in luxury goods

• Lessons on building a portfolio, not just a product, preserving heritage while pushing boundaries, and controlling your distribution.

Cheers,

Alex

P.S. Send me feedback on how we can improve. We want to be worthy of your time. I respond to every email.

LVMH

LVMH’s roots trace back to 1987, when Moët Hennessy merged with Louis Vuitton. Not exactly humble beginnings. But the real story starts with Bernard Arnault, a French businessman who acquired a controlling stake in LVMH in 1989.

Arnault wasn't born into luxury. He grew up in an industrial city in France, far from the glittering world of high fashion. His father owned a construction company. Not glamorous, but it gave Arnault his first taste of business.

The spark came when Arnault saw an opportunity in luxury goods. He believed that people would always crave beautiful, well-crafted things. "Luxury goods are the only area in which it is possible to make luxury margins," he once said.

Early on, LVMH faced challenges. The luxury market was fragmented. Many brands were still family-owned. Arnault had to convince them to join his vision of a luxury conglomerate.

The turning point came when Arnault started acquiring iconic brands. Louis Vuitton. Givenchy. Céline. Each acquisition strengthened LVMH's position in the market.

Success followed. LVMH's portfolio grew. Its profits soared. But then came a major challenge. In 1999, LVMH reported its first annual loss since 1987. The industry was slowing down. Costs were rising.

Arnault didn't panic. He restructured. Streamlined operations. Focused on vertical integration. "In a crisis, you have to make decisions," he said.

It worked. LVMH bounced back stronger than ever. The company kept growing, expanding into new markets and categories. Watches. Jewelry. Even hospitality.

Today, LVMH is a behemoth. 75 prestigious brands. Revenue of ~90 billion euros. A retail network of over 6,000 stores. Numbers that would have seemed impossible back in 1987.

But LVMH's success isn't just about numbers. It's about a philosophy. A commitment to creativity and excellence. As Arnault puts it, "We are the custodians of our brands for future generations."

This philosophy guides everything LVMH does. From nurturing young designers to preserving traditional craftsmanship. "Our goal is to be desired," says Arnault. "Not to be the biggest."

LVMH's story is one of vision and persistence. Of seeing opportunities where others saw obstacles. Of building something greater than the sum of its parts.

It's also a story of constant reinvention. LVMH has embraced digital transformation while maintaining its heritage. "The internet is a new way to communicate, but it's not a new way to shop," Arnault once said. Yet LVMH has invested heavily in e-commerce and digital experiences.

The company's success hasn't come without criticism. Some say LVMH's dominance stifles competition. Others question its environmental impact. But LVMH has responded by setting ambitious sustainability goals and supporting young designers.

Looking ahead, LVMH shows no signs of slowing down. It continues to innovate, to acquire, to grow. Always with an eye on the long term. As Arnault says, "We plan for the next century, not for the next quarter."

LVMH's story isn't over. Far from it. But it's already a testament to what's possible with vision, persistence, and a little bit of luxury.

Lessons

Lesson 1: Build a portfolio, not just a product. LVMH isn't about a single brand. It's about 75 of them. Each one distinct, yet part of a greater whole. This approach spreads risk and creates synergies. When one brand falters, others can pick up the slack. As Bernard Arnault puts it, "We are the only group in the world, in any industry, to bring together so many small and medium-sized family companies." This diversity is strength. It's also a hedge against the fickle nature of fashion and luxury.

Lesson 2: Preserve heritage while pushing boundaries. LVMH doesn't just acquire brands. It nurtures them. Respects their history. But also pushes them forward. Take Louis Vuitton. A 160-year-old trunk maker that now collaborates with contemporary artists and streetwear designers. It's a delicate balance. As Arnault says, "We don't want to be a standardized group. We want each brand to keep its own identity." This approach keeps brands fresh without losing their soul.

Lesson 3: Control your distribution. LVMH owns most of its retail outlets. This gives them direct access to customers and control over the brand experience. It's expensive. Risky too. But it pays off. As Arnault notes, "We control our distribution from A to Z. This allows us to have a direct relationship with our clients." This control extends to e-commerce too. LVMH resisted selling on Amazon, preferring to build its own online presence. Control your channels. Control your destiny.

Lesson 4: Invest in craftsmanship. LVMH spends heavily on training artisans. They've even set up their own schools. Why? Because true luxury is about skill. About things made by hand. Things that last. As Arnault puts it, "We are selling products that have been made with extreme care, sometimes for hundreds of hours." This focus on craft isn't just about quality. It's a moat. A barrier to entry that's hard for competitors to cross.

Lesson 5: Stay hungry. Even as the world's largest luxury group, LVMH never rests. They're always looking for the next big thing. The next brand to acquire. The next market to enter. Arnault's mantra? "The day you start thinking you've made it, you're dead." It's this hunger - this constant drive to improve - that keeps LVMH at the top. Stay hungry. Stay foolish. Stay on top.

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Further Readings

• Watch CNBC's full interview with LVMH chairman and CEO Bernard Arnault

• LVMH: A Timeline Behind the Building of a Conglomerate

• LVMH, Digital Advertising & Strategy Case Study

• The Case Analysis of LVMH Moët Hennessy Louis Vuitton

• LVMH: Porter's Five Forces Industry and Competition Analysis

• History of LVMH
  https://www.lvmh.com/our-group/history

• Chairman's message - LVMH

• 'The business of creating desire': An interview with the CEO of LVMH Fashion Group

That’s all for today, folks. As always, please give me your feedback. Which section is your favourite? What do you want to see more or less of? Other suggestions? Please let me know.

Have a wonderful rest of week, all.

Recommendation Zone

⎯

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Alex Brogan

Find me on X, LinkedIn, YouTube, Instagram, TikTok

Offshore Talent: Where to find the best offshore talent. Powered by Athyna.

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