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Jo Vial's avatar

Have a few questions about this write-up:

1) LVMH is structured such that it grew as a conglomerate. it was traditional french luxury powerhouses that it rebranded which caused it to be so big (LV, dior etc). It is especially notable because it failed to capture Gucci and Hermes, traditional french luxury. When it comes to consumer preferences, and when people look at French brands, the question is therefore how it can compete against Hermes and Gucci and their respective brands. So how will it? Hermes is increasingly emerging as a faster grower than LVMH which is sluggish with its many brands and slower growth rates.

2) You talk about the chinese consumer market hitting 45% of luxury market. what's your thoughts on the chinese conusmer downgrade? is this not very detrimental to the world of luxury, especially given talks of tariffs and prices being even higher, would chinese conusmers choose to downgrade and move to the second hand goods market more preferentially?

3) When you referred to sustainability and the circular economy, you gave very specific company examples. however, this forgets that LVMH is bigger than one brand and its value proposition (and also weakness) is that it owns many brands. Because of that, it has to be a group wide strategy for it to affect any change. each brand has its own CEO and their own team. therefore, do you have any group wide dynamics that follows these trends instead?

4) when we think of LVMH, we think of acquisitions. i think this is a larger driver than anything else it might have because growth for such a big company will be slower, and investors associate LVMH with bernard arnold's acquisition strategies. do you see any in the pipeline?

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