Louis Vuitton Shoe Size Guide
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THE MUSEUM of MODERN ART and FONDATION LOUIS VUITTON ANNOUNCE the CO-ORGANIZED EXHIBITION ETRE MODERNE: LE Moma À PARIS from OCTOBER 11, 2017, THROUGH MARCH 5, 2018
THE MUSEUM OF MODERN ART AND FONDATION LOUIS VUITTON ANNOUNCE THE CO-ORGANIZED EXHIBITION ETRE MODERNE: LE MoMA À PARIS FROM OCTOBER 11, 2017, THROUGH MARCH 5, 2018 Fondation Louis Vuitton’s Frank Gehry–Designed Building Will Showcase a Selection of 200 Works Tracing MoMA’s History of Collecting NEW YORK & PARIS, May 5, 2017— The Museum of Modern Art (MoMA) and Fondation Louis Vuitton announce the first comprehensive exhibition in France to present MoMA’s unparalleled collection: Etre moderne: Le MoMA à Paris, on view at Fondation Louis Vuitton from October 11, 2017, through March 5, 2018. An integrated, cross-disciplinary selection of 200 works, drawn from all six of the Museum’s curatorial departments and reflecting the history of the institution and its collecting, will fill the entirety of the Fondation’s Frank Gehry–designed building. Curated jointly by the two institutions, the display brings together paintings, sculptures, drawings, prints, photographs, films, media works, performances, and architecture and design objects, tracing the evolution and multifaceted scope of MoMA’s collection. The exhibition was conceived in relation to the architecture and interior spaces of the Fondation Louis Vuitton building, allowing a compelling historical narrative across its four floors. Glenn D. Lowry, MoMA’s Director, said, “Our mission at The Museum of Modern Art is to help the widest possible public enjoy and understand the best of modern and contemporary art. We are delighted to collaborate with Fondation Louis Vuitton to present the depth and breadth of the Museum’s collection across many decades.” "With Etre moderne, we hope to provide a history of modern art through the lens of MoMA's ever-evolving collection," said Quentin Bajac, The Joel and Anne Ehrenkranz Chief Curator of Photography at MoMA. -
Louis Vuitton Malletier S.A
Louis Vuitton Malletier S.A. v. Haute Diggity Dog, LLC United States Court of Appeals for the Fourth Circuit 507 F.3d 252 (4th Cir. 2007) NIEMEYER, Circuit Judge: Louis Vuitton Malletier S.A., a French corporation located in Paris, that manufactures luxury luggage, handbags, and accessories, commenced this action against Haute Diggity Dog, LLC, a Nevada corporation that manufactures and sells pet products nationally, alleging trademark infringement under 15 U.S.C. § 1114(1)(a), trademark dilution under 15 U.S.C. § 1125(c), copyright infringement under 17 U.S.C. § 501, and related statutory and common law violations. Haute Diggity Dog manufactures, among other things, plush toys on which dogs can chew, which, it claims, parody famous trademarks on luxury products, including those of Louis Vuitton Malletier. The particular Haute Diggity Dog chew toys in question here are small imitations of handbags that are labeled “Chewy Vuiton” and that mimic Louis Vuitton Malletier's LOUIS VUITTON handbags. On cross-motions for summary judgment, the district court concluded that Haute Diggity Dog's “Chewy Vuiton” dog toys were successful parodies of Louis Vuitton Malletier's trademarks, designs, and products, and on that basis, entered judgment in favor of Haute Diggity Dog on all of Louis Vuitton Malletier's claims. On appeal, we agree with the district court that Haute Diggity Dog's products are not likely to cause confusion with those of Louis Vuitton Malletier and that Louis Vuitton Malletier's copyright was not infringed. On the trademark dilution claim, however, we reject the district court's reasoning but reach the same conclusion through a different analysis. -
Nordstrom Nyc Brands Fact Sheet
NORDSTROM NYC BRANDS FACT SHEET Nordstrom x Nike Shop Beis Briogeo Calpak Bumble and Bumble Pop-In@Nordstrom Casetify Personalization By Terry powered by YR Byredo Designer Handbag Shops Champion Captain Blankenship Burberry Clare V Chanel Chloé Dagne Dover Chantecaille Fendi FEED Charlotte Tilbury Givenchy Fjällräven Christophe Robin Loewe Frame Clarins Saint Laurent Herschel Supply Co. Clarks Botanical Valentino Kate Spade New York Clé de Peau Beauté Kurt Geiger Clinique Designer Handbags Madewell Coola Suncare Dolce & Gabbana Marc Jacobs Creed Dries Van Noten Matt & Nat Derm Institute Edie Parker MZ Wallace Dior Ferragamo Nordstrom (Nordstrom Made) Diptyque Ganni Olga Berg Drybar Giambattista Valli Rag & Bone Dyson Isabel Marant Rebecca Minkoff Estée Lauder JW Anderson Reiss Eve Lom Judith Leiber See by Chloe FaceGym Maison Margiela Sonix Fresh Mansur Gavriel Staud Fur Skincare Medea Ted Baker London Ghd Moschino Thacker Glowtrition Mulberry Tommy Hilfiger Jeans Green Helix Paco Rabanne Truffle Guerlain Perrin Tumi Herbivore Botanicals Ratio et Motus Treasure & Bond (Nordstrom Hourglass Serapian Made) Hum Nutrition Stella McCartney Ilia Strathberry Beauty & Fragrance Brands Indie Lee The Volon 111Skin Jo Malone Versace Agent Nateur Kate Somerville Amore Pacific Kevyn Aucoin Beauty Handbag Shops Anastasia Beverly Hills Kiehl's Since 1851 Coach Armani Kopari Longchamp Atelier Cologne La Mer MCM Aveda La Prairie Tory Burch Base Coat Lancôme Beauty Studio Rooms Laura Mercier Becca Le Labo Handbags Bio Ionic Leonor Greyl Paris AllSaints -
Fendi Tables! Louis Vuitton Shelves! the 12 Most Eye- Catching Pieces at Design Miami
Fendi Tables! Louis Vuitton Shelves! The 12 Most Eye- Catching Pieces at Design Miami BY ELISE TAYLO R December 4, 2019 Photo: Getty Images Design Miami, the annual Miami Beach fair that brings together avant-garde furniture, lighting, and objets d’art, is always full of works that can’t help but inspire adoration. Famed design houses bring with them edgy collaborations with buzzy artists. Gallerists present works from emerging creators or archival pieces from renowned ones. There are maximalists, and minimalists. Most of all, there are designs dreamt up from inspiring minds that push the boundaries of the industry—and set standards for years to come. 2018 saw Balenciaga printers, Fendi Fountains, and the Kaws x Campana Chair (eventually purchased by one Kylie Jenner). But what caught our eye at 2019? Below, an overview of what stood out and what trends surfaced, with input from features editor Lilah Ramzi. Roberto Lugo’s Stuntin‘ Series (Wexler Gallery) Born in Philadelphia to Puerto Rican parents, Roberto Lugo is a classically trained ceramicist (who studied at the factories of historic Hungarian porcelain house of Herend) but in lieu of Rococo swags or idyllic florals, Lugo handprints his wares with the hip-hop iconography of his youth. Bowls feature emblems borrowed from Air Jordans and dripping bubble letters evocative of graffiti. Most eye- catching is a small human-sized urn painted with the likes of Biggie Smalls. “Historically, anthropology used ceramics to let us know what was happening and cultures past,” he says, “I see my role as an artist but also as an archivist. -
2020 ANNUAL REPORT Passionate About Creativity
2020 ANNUAL REPORT Passionate about creativity Passionate about creativity THE LVMH SPIRIT Louis Vuitton and Moët Hennessy merged in 1987, creating the LVMH Group. From the outset, Bernard Arnault gave the Group a clear vision: to become the world leader in luxury, with a philosophy summed up in its motto, “Passionate about creativity”. Today, the LVMH Group comprises 75 exceptional Maisons, each of which creates products that embody unique craftsmanship, carefully preserved heritage and resolute modernity. Through their creations, the Maisons are the ambassadors of a refined, contemporary art de vivre. LVMH nurtures a family spirit underpinned by an unwavering long-term corporate vision. The Group’s vocation is to ensure the development of each of its Maisons while respecting their identity and their autonomy, by providing all the resources they need to design, produce and distribute their creations through carefully selected channels. Our Group and Maisons put heart and soul into everything they do. Our core identity is based on the fundamental values that run through our entire Group and are shared by all of us. These values drive our Maisons’ performance and ensure their longevity, while keeping them attuned to the spirit of the times and connected to society. Since its inception, the Group has made sustainable development one of its strategic priorities. Today, this policy provides a powerful response to the issues of corporate ethical responsibility in general, as well as the role a group like LVMH should play within French society and internationally. Our philosophy: Passionate about creativity THE VALUES OF A DEEPLY COMMITTED GROUP 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. -
Annual Shareholders' Meeting Bernard Arnault
Annual Shareholders’ Meeting May 10, 2007 1 Bernard Arnault 2 Excellent performance in 2006 Despite a difficult currency environment during the second part of the year… Strong organic revenue growth of 12% with all business groups and all regions contributing Profit from recurring operations up 16% Current operating margin improved to 21% Group share of net profit rose 30% Continued reduction in debt LVMH global leadership strengthened in the luxury market 3 Highly profitable growth in 2006 across all business groups Solid growth of star brands Strong contribution from Fashion & Leather Goods Exceptional momentum of Wines & Spirits Excellent performance of Parfums Dior, TAG Heuer and Sephora Rapid development in major traditional markets and emerging countries 4 Annual Shareholders’ Meeting 5 Jean-Jacques Guiony 6 Group share of net profit increased 30% in 2006 % Change in millions of Euros 2005 2006 Revenue 13 910 15 306 + 10% Gross margin 8 909 9 825 Selling expenses (4 892) (5 364) + 10% Admistrative expenses (1 274) (1 289) + 1% Profit from recurring operations 2 743 3 172 + 16% Other income and expenses (221) (120) Operating profit 2 522 3 052 + 21% Net financial income (expense) (143) (53) Income taxes (718) (847) Equity investment income 7 8 Net profit 1 668 2 160 + 29% of which minority interests 228 281 Group share of net profit 1 440 1 879 + 30% 7 Profit from recurring operations increased 16% in 2006 in millions of Euros 2005 2006 % Change Wines & Spirits 869 962 +11% Fashion & Leather Goods 1 467 1 633 +11% Perfumes & Cosmetics 173 222 +28% Watches & Jewelry 21 80 +281% Selective retailing 347 400 +15% Others & Eliminations (134) (125) - LVMH 2 743 3 172 +16% 8 Profit from recurring operations increased 19% at constant currency - In millions of Euros Operational Currency improvements + 526 -97 impact * 3 172 2 743 2005 2006 * inc. -
IN the UNITED STATES DISTRICT COURT for the NORTHERN DISTRICT of ILLINOIS EASTERN DIVISION LVMH SWISS MANUFACTURES SA, Plaintiff
Case: 1:19-cv-04383 Document #: 1 Filed: 06/28/19 Page 1 of 14 PageID #:1 IN THE UNITED STATES DISTRICT COURT FOR THE NORTHERN DISTRICT OF ILLINOIS EASTERN DIVISION LVMH SWISS MANUFACTURES SA, Case No. 19-cv-04383 Plaintiff, v. THE PARTNERSHIPS and UNINCORPORATED ASSOCIATIONS IDENTIFIED ON SCHEDULE “A,” Defendants. COMPLAINT Plaintiff LVMH Swiss Manufactures SA (“Plaintiff” or “TAG Heuer”) hereby brings the present action against the Partnerships and Unincorporated Associations identified on Schedule A attached hereto (collectively, “Defendants”) and alleges as follows: I. JURISDICTION AND VENUE 1. This Court has original subject matter jurisdiction over the claims in this action pursuant to the provisions of the Patent Act, 35 U.S.C. § 1, et seq., 28 U.S.C. § 1338(a)-(b) and 28 U.S.C. § 1331. This Court has jurisdiction over the claims in this action that arise under the laws of the State of Illinois pursuant to 28 U.S.C. § 1367(a), because the state law claims are so related to the federal claims that they form part of the same case or controversy and derive from a common nucleus of operative facts. 2. Venue is proper in this Court pursuant to 28 U.S.C. § 1391, and this Court may properly exercise personal jurisdiction over Defendants since each of the Defendants directly targets business activities toward consumers in the United States, including Illinois, through at least the fully interactive, commercial Internet stores operating under the Online Marketplace Case: 1:19-cv-04383 Document #: 1 Filed: 06/28/19 Page 2 of 14 PageID #:2 Accounts identified in Schedule A attached hereto (collectively, the “Defendant Internet Stores”). -
LVMH 2017 Annual Report
2017 ANNUAL REPORT Passionate about creativity Passionate about creativity W H O W E A R E A creative universe of men and women passionate about their profession and driven by the desire to innovate and achieve. A globally unrivalled group of powerfully evocative brands and great names that are synonymous with the history of luxury. A natural alliance between art and craftsmanship, dominated by creativity, virtuosity and quality. A remarkable economic success story with more than 145,000 employees worldwide and global leadership in the manufacture and distribution of luxury goods. A global vision dedicated to serving the needs of every customer. The successful marriage of cultures grounded in tradition and elegance with the most advanced product presentation, industrial organization and management techniques. A singular mix of talent, daring and thoroughness in the quest for excellence. A unique enterprise that stands out in its sector. Our philosophy: passionate about creativity LVMH VALUES INNOVATION AND CREATIVITY Because our future success will come from the desire that our new products elicit while respecting the roots of our Maisons. EXCELLENCE OF PRODUCTS AND SERVICE Because we embody what is most noble and quality-endowed in the artisan world. ENTREPRENEURSHIP Because this is the key to our ability to react and our motivation to manage our businesses as startups. 2 • 3 Selecting leather at Berluti. THE LVMH GROUP 06 Chairman’s message 12 Responsible initiatives in 2017 16 Interview with the Group Managing Director 18 Governance and Organization 20 Our Maisons and business groups 22 Performance and responsibility 24 Key fi gures and strategy 26 Talent 32 Environment 38 Responsible partnerships 40 Corporate sponsorship BUSINESS GROUP INSIGHTS 46 Wines & Spirits 56 Fashion & Leather Goods 66 Perfumes & Cosmetics 76 Watches & Jewelry 86 Selective Retailing 96 LVMH STORIES PERFORMANCE MEASURES 130 Stock market performance measures 132 Financial performance measures 134 Non-fi nancial performance measures 4 • 5 LVMH 2017 . -
Louis Vuitton Brings FM Operations to 21St Century Excellence with Servicechannel Service Automation
6 Transparency Drives Performance Case Study: International Luxury Goods Retailer Legendary Retailer Louis Vuitton Brings FM Operations to 21st Century Excellence with ServiceChannel Service Automation Customer Highlights Louis Vuitton is a fashion house and luxury retail company founded in 1854. It sells its world-famous TRANSFORMING FACILITIES MANAGEMENT into strategic function through efficient operations and business intelligence products through standalone stores, store-in- stores in high-end retail stores, and through its STANDARDIZING FM OPERATIONS across all stores while e-commerce optimizing vendor count and quality platform. The LOUIS VUITTON APPLYING MACHINE LEARNING DECISION MAKING to company’s North justify pricing concessions and establish NTE pricing American division operates 130 standalone and store-in-store locations across the United States and Canada. This division operates with one in-house Quantifiable Results facilities manager who oversees a network of some 90 service providers across various trades. REDUCTION IN DAILY TIME STORE MANAGERS AND EMPLOYEES SPENT 96% RESOLVING FM ISSUES ESTIMATED TIME SAVED EACH Challenges YEAR DUE TO EXPEDITED INVOICE Before the company’s ServiceChannel deployment, PROCESSING AND PAYMENT 41 DAYS each individual Louis Vuitton store was responsible for managing and fixing all facilities-related issues INCREASE IN VENDOR as they arose. The responsibility primarily fell on the 30 TO 70% ON-TIME CHECK-IN RATES store manager or the regional manager, who were not facilities management experts -
LVMH / Bulgari Alliance
Confidential LVMH / Bulgari alliance PRELIMINARY | SUBJECT TO FURTHER REVIEW AND EVALUATION Luxury sector landscape n The luxury sector was dominated by large conglomerates with global presence and diversified brand portfolios n Larger luxury groups acted as consolidators acquiring smaller companies / brands 2011E revenues of key sector players (€ in millions) Market cap €56,286m €13,991m €25,031m €10,960m €16,167m €16,307m €5,624m €6,079m €2,693m €2,264m 21,948 15,063 7,220 6,465 5,188 2,640 2,429 1,954 1,158 857 LVMH PPR Richemont Luxottica Swatch Hermes Tiffany & C o. Burberry BuLgari Tod's Group Bulgari was a relatively small company in the luxury space Source: FactSet as of 01 March 2011. Confidential 1 Handout Share price performance of key luxury players Sector share price performance rebased to Bulgari share price (€) 9.5 9.0 8.5 49.0% 44.8% 8.0 35.9% 34.5% 33.7% 7.5 31.6% 7.0 6.5 10.9% 6.0 5.5 5.0 Mar-10 Apr-10 May-10 Jun-10 Jul-10 Aug-10 S ep-10 O ct-10 Nov-10 D ec-10 Jan-11 Mar-11 Bulgari S .P .A. LVMH Moet Hennessy Louis Vuitton P P R S .A. C ompagnie Financiere Richemont S .A. S watch G roup AG MS C I Textile Apparel & Luxury G oods MS C I E urope The luxury sector had performed strongly in the twelve months before the transaction Source: FactSet as of 01 March 2011. Confidential 2 Potential partners / buyers overview Key financials 2011E Net debt / Key brands Market cap Revenues Net debt/(cash) EBITDA EBITDA Major shareholder(1) LVMH €56,286 €21,948m €2,099m €5,632m 0.4x n Arnault Family − Economic 48% − Voting 64% PPR €13,991m €15,063m €3,781m €1,920m 2.0x n Pinault Family − Economic 41% − Voting 56% Richemont €25,031m €7,220m (€1,882m) €1,849m NM n Rupert Family − Economic 9% − Voting 49% Swatch €16,167m €5,188m (€1,762m) €1,409m NM n Hayek Family − Economic 24% − Voting 43% Source: Company information, FactSet as of 01 March 2011. -
Analysis on the Acquisition of LVMH on Tiffany&
Advances in Economics, Business and Management Research, volume 166 Proceedings of the 6th International Conference on Financial Innovation and Economic Development (ICFIED 2021) Analysis on the Acquisition of LVMH on Tiffany& Co. Jiani Li* Haidian International High school, Haidian District 100195, Beijing, China *Corresponding author. Email: [email protected] ABSTRACT A famous acquisition case happened on Nov. 25. 2019, within the luxury industry — LVMH’s acquisition of Tiffany&Co. This paper analyzed the acquisition and focused on LVMH as the purchaser and Tiffany as an acquiree. By using the day of the acquisition as the tipping point, this research will focus on comparing qualitative and quantitative aspects of changes as reasons to support the main argument. Preliminary estimates, the acquisition overall brings benefit to the LVMH whether on its sales revenue or its organizational structure. After all the LVMH is a huge company that has businesses worldwide with numbers of sales streams, this small acquisition won’t bring much effect on the whole company’s original structure and operation. However, for TIF itself, the acquisition did not provide a decent amount of advantages. Instead, the companies fame and popularity, even sales amount got diminished as it predicted to be in the future. Keywords: Tiffany&Co., LVMH, acquisition, Stakeholder analysis, SWOT analysis 1. INTRODUCTION The background or details of the two companies and the acquisition are essential for the whole analysis since The acquisition is a form of a growth strategy that it needs to make a comparison between the time before used to develop and promote the whole company to and after the acquisition. -
LVMH's Bid for Tiffany &
N9-921-049 MARCH 22, 2021 GUHAN SUBRAMANIAN JULIAN ZLATEV RASEEM FAROOK LVMH‘s Bid for Tiffany & Co. Founded in 1837, Tiffany & Co. had a proud history as one of the most iconic designers of luxury jewelry in the world. Its signature blue box was known by high-end consumers globally, and classic movies such as Breakfast at Tiffany’s gave it a permanent place in American culture. In recent times however, the company had been struggling with growth, as annual sales and profit were on a decline since 2015. Though it managed to achieve a revenue turnaround in 20171, profits continued to drop through 2018. As a result, Tiffany’s shareholder returns suffered, underperforming both the S&P 500 Index and S&P Consumer Discretionary Index over the past five years (See Exhibit 1). Rumors that LVMH, the biggest luxury goods conglomerate in the world, wanted to acquire Tiffany started circulating in the industry in the fall of 2019. In response to these rumors, LVMH, on October 28th, 2019, confirmed that it had held preliminary discussions regarding a possible transaction with Tiffany. LVMH clarified that there was no assurance that these discussions would result in any agreement.2 LVMH’s Chairman and CEO, Bernard Arnault, had built LVMH into a powerhouse with more than €50 billion in annual revenue by pursuing a relentless acquisition strategy and now looked at Tiffany to be the crown jewel atop his luxury empire.3 LVMH initially made an offer of $120 per share4 to acquire Tiffany but the bid was promptly rejected by Tiffany’s board.