Dark jacket and black turtleneck sweater, Bernard Arnault, very comfortable, took place in the virtual apartment of LVMH (shareholder of Challenges), recognizable by its decor: a grand piano sits in the middle of the room and a Bulgari connected watch hangs on the wall, while a lipstick in the colors of Sephora structures this fake environment. He dialogues with Livi, the avatar of LVMH. Recalling that the group has identified 950 start-ups and selects around twenty of them every year to join the group’s incubator at Station F. “I come from a family of entrepreneurs and our luxury houses were founded by creators of particularly innovative company”, he recalls. The discussion continues on the vision of Bernard Arnault. “A lot of people imagine that I am my own boss with no one above me, but that’s not true , insists the founder of the world number one in luxury, I have a boss, it’s the customer, it’s he is the one who inspires me and challenges me every day.” The stage of VivaTech, the Innovation and New Technologies Exhibition, created six years ago by Bernard Arnault and Maurice Lévy, is an opportunity for LVMH and its CEO to demonstrate how far the luxury group is ahead. in Web 3.0 technology and the metaverse.
At the service of luxury
The first fortune of France has always explained that the success of his group was based on a subtle balance between the left brain and the right brain. Bringing out talent, unleashing creativity is one thing, relying on fundamental research and putting technology at the service of luxury is another. A Polytechnician, the CEO of LVMH has always been sensitive to the fact that technology and innovation permeate part of the decisions. In the crowded alleys of VivaTech, Bernard Arnault is explained this innovation developed by Vuitton, which allows to imagine a unique and personified digital universe for a customer. “We recreate a virtual store and bring it to the screen of the customer who can discover, from his armchair, the universe of the brand and, ultimately, buy products sublimated by a digital staging”, reveals Franck Le Moal, director of digital and technology for the group. Further on, the boss experiences the new Tag Heuer watch, which offers the possibility of exhibiting a gallery of NFT works, while the Dior stand presents its omnichannel solution which allows from a simple iPhone tablet to personalize a bag, to pay and have it delivered to your home. Bernard Arnault questions, tests, experiences each of these innovations. The crowd surrounding him does not seem to distract him. “Our organization gives each of the houses significant latitude to innovate, but also, possibly, to make mistakes and start again, it is essential for entrepreneurs to also be able to experience failure and bounce back”, he confides. The failure of [email protected] in the 2000s thus enabled LVMH to better understand its e-commerce strategy. Like the failed experience of e-luxury in the United States in 2005, which finally served as a springboard, two years later, for Vuitton, which took advantage of the infrastructure and was able to take off faster than the competition. “We know that there is a tolerance for failure in the group and that changes everything,” says Franck Le Moal.