Luis Vitton-Moet Hennessey

Their decision to aggressively add name brands to their already existing line of luxury goods expanded their product line into areas such as sports wear, shoes, watches and brand designer clothing like Donna Karan. By acquiring these designer names, LVMH not only moved into other market segments, but by investing and creating these additional strategic business units, they also gained new customers by pursuing cross-se

lling opportunities. A Louis Vuitton executive explained, “A customer who bought a trendy leather goods item like a Monogram Graffiti bag is likely to be interested in our ready-to-wear lines and should be on the list to receive special communications on our latest collection”, (Special Report: Internet at the Heart of Customer Relationship Management from www.lvmh.com).

Yves Carcelle has proven to be a strong and competent leader. He has continued to develop the fashion business unit of LVMH while maintaining the company’s goals and visions. The company’s belief that to gain market share, luxury brands must extend the franchise of their best-selling products, broaden their product lines, target new consumers, notably among the younger generations, open new retail outlets around the wo

Some topics in this essay:
Relationship Management, Yves Carcelle, , Wire March, Donna Karan, Bernard Arnault, Suzanne Kapner, Monogram Graffiti, Louis Vuitton, Business Week, products sold, product line, name brands, luxury brands, market share, gain market, gain market share,