Every LVMH maison, organized house by house rather than by year — the reference the market is actually asking for.
This is the maison-by-maison ledger companion to the Institute's LVMH acquisitions record. Where that page catalogs LVMH's transactions chronologically from Bernard Arnault's 1984 Boussac entry through today, this page catalogs the maisons themselves, sorted alphabetically. Every fashion house, wine house, jewelry house, hospitality property, perfume-and-cosmetics house, and adjacent property inside the LVMH perimeter appears on one filterable page — from Louis Vuitton (1854, foundational) and Christian Dior (1946, entered via the 1984 Boussac takeover) through Tiffany & Co. (~$15.8B January 2021 — the largest luxury M&A deal in history) and Bulgari (~EUR4.3B 2011 — the second-largest luxury deal at the time) to the flagship hospitality expansion via Belmond (~$3.2B April 2019) and Cheval Blanc (group-launched). It is intentionally a living reference: as new maisons are acquired, launched, or divested, the row is added, the roll-ups reflow, and the sitemap timestamp bumps. Nothing here is investment advice. Everything here is a fact-checkable practitioner reference for a specific question — which luxury houses does LVMH actually own, house by house, right now?
This is the Maisons ledger, distinct from the Acquisitions record. The LVMH acquisitions record catalogs the transactions — who was bought, when, from whom, for how much, in what structure — ordered chronologically from the 1984 Boussac entry. This ledger catalogs the maisons themselves — which house, in which category, founded when, entered LVMH when, current status — organized alphabetically for the reader who is asking about a specific house rather than a specific year.
Organized by house, not by year. Unlike the acquisitions record, which is transaction-ordered, this ledger is sorted alphabetically by maison — the reference format luxury-industry researchers, brand strategists, and M&A analysts use when they query a specific house ('is Loro Piana LVMH-owned,' 'when did Fendi come inside LVMH,' 'is Tiffany still owned by LVMH,' 'which maisons merged to form LVMH in 1987'). Each row tracks the category (which of the six LVMH business groups the house sits in), the year founded, the year LVMH acquired or launched the maison, the country of origin, the current status (Current, Divested, or Merged), and a one-line practitioner note.
Coverage: all six LVMH business groups. This ledger tracks every material LVMH maison across Fashion & Leather Goods (Louis Vuitton, Christian Dior, Fendi, Celine, Loewe, Loro Piana, Kenzo, Givenchy, Marc Jacobs, Berluti, Rimowa, Patou, Off-White, Delvaux), Wines & Spirits (Moet & Chandon, Dom Perignon, Krug, Veuve Clicquot, Ruinart, Mercier, Hennessy, Glenmorangie, Ardbeg, Belvedere, Chateau d'Yquem, Chateau Cheval Blanc, Chandon vineyards, Cloudy Bay, Colgin, Joseph Phelps, Volcan de Mi Tierra, Woodinville, Eminente), Watches & Jewelry (Tiffany, Bulgari, Chaumet, Fred, Repossi, TAG Heuer, Hublot, Zenith), Perfumes & Cosmetics (Christian Dior Parfums, Guerlain, Givenchy Parfums, Kenzo Parfums, Benefit, Fresh, Make Up For Ever, Fenty Beauty, Maison Francis Kurkdjian, Acqua di Parma, Officine Universelle Buly, Loewe Perfumes), Selective Retailing (Sephora, DFS Group, Le Bon Marche, La Samaritaine, La Grande Epicerie, 24S), and Hotels/Hospitality (Belmond, Cheval Blanc, Bulgari Hotels).
Framed as a practitioner reference. Luxury-industry researchers, brand strategists, M&A analysts, and market-history readers use this format — house name, category, year in, year out, current status, one-line note — because it answers the question you actually have when you are looking up whether a specific house is owned, when it entered the group, or what its status is inside the LVMH perimeter. This is the reference layer that sits underneath every LVMH-adjacent case memo, market note, or research report.
Five structural observations across forty years of Arnault portfolio construction — the how-LVMH-assembles pattern that the ledger below documents house by house.
(a) The six-category structure and why it works. LVMH's operating model is built around six business groups: Fashion & Leather Goods, Wines & Spirits, Perfumes & Cosmetics, Watches & Jewelry, Selective Retailing, and Hotels/Hospitality. Each group is run as a portfolio of maisons rather than a single brand, and each maison retains its own creative direction, its own manufacturing culture, and (crucially) its own P&L accountability. What the group provides at the center is scale in real estate, distribution, marketing budgets, communications, HR training, and legal/regulatory infrastructure. Fashion & Leather Goods generates ~50% of group EBIT anchored by Louis Vuitton and Christian Dior; Wines & Spirits ~15%; Perfumes & Cosmetics ~10%; Watches & Jewelry ~10% (Bulgari + Tiffany post-2021); Selective Retailing ~10% (Sephora + DFS); Hospitality is the newest and smallest but strategically important.
(b) The Arnault acquisition doctrine — Boussac to Tiffany. Arnault's acquisition posture across four decades follows a specific pattern: acquire a heritage founder-family maison at scale where the founder generation is ready to exit; preserve the creative culture and manufacturing base; install best-in-class merchandising, real estate, and communications; let the maison compound over decades of permanent capital. From the 1984 Boussac takeover (which brought Christian Dior) through the founding 1987 LVMH merger, and then across Givenchy (1988), Kenzo (1993), Guerlain (1994), Loewe (1996), Sephora (1997), TAG Heuer/Zenith/Chaumet (1999), Fendi (2001), DFS (1996), Bulgari (2011), Loro Piana (2013), Rimowa (2016), Belmond (2019), Tiffany (2021), the pattern is consistent. It is the continental-European analog to Berkshire's friendly-founder pattern — adapted for luxury craft rather than for insurance-float compounding.
(c) When LVMH divests — the pattern. LVMH's public reputation is 'forever' holds, but the actual ledger shows a small but instructive exit pattern. Emilio Pucci (bought 2000, sold back to the Pucci family 2021), Rossimoda (2003-2013 sold back to founder family), Nicholas Kirkwood (2013-2022 wound down), Ebel (1999-2004 sold to Movado), Thomas Pink / Pink Shirtmaker (1999-2019 sold back to founder), Fenty Fashion JV (2019-2021 paused), Off-White (60% 2021 — paused after Virgil Abloh's death), the De Beers Diamond Jewellers JV (2001-2017 wound down), and various single wineries. The pattern: LVMH will wind down a maison that will not reach scale under its structure and typically returns it to a founder family (an option Kering does not use) or lets it fade quietly. The Pucci and Kirkwood returns to founder families are the signature 2020s-era exits.
(d) The hospitality expansion (Belmond, Cheval Blanc, Bulgari Hotels). LVMH's hospitality segment is the 2018-2026 signature expansion of the group. The ~$3.2B Belmond acquisition (April 2019) brought a global collection of iconic hotels, the Orient Express train, and Belmond-branded river cruises. The group-launched Cheval Blanc line has opened flagship properties in Courchevel (2006), St-Barth (2013 rebrand), Randheli Maldives (2013), Paris (September 2021 inside La Samaritaine), and St-Tropez (2024). Bulgari Hotels & Resorts came inside via the 2011 Bulgari acquisition and has scaled rapidly (Milan, Bali, London, Dubai, Tokyo, Paris, Rome, Miami, Los Angeles, Beverly Hills, Shanghai). Hospitality is a natural extension of luxury retail because the same customer, the same real estate posture, and the same experiential-marketing playbook translate.
(e) The next generation — five children, five positions. Bernard Arnault (b. 1949) has structured succession by placing each of his five children in an operating role inside the group: Delphine Arnault is CEO of Christian Dior Couture (January 2023); Antoine Arnault is Vice Chair of Christian Dior SE, CEO of Berluti, and heads Image, Environment, Communications & Corporate Affairs across LVMH; Alexandre Arnault is EVP Product & Communications at Moet Hennessy (transferred 2024 from Tiffany); Frederic Arnault is CEO of LVMH Watches (previously TAG Heuer CEO 2020-2023, then Loro Piana CEO 2024-2025); Jean Arnault is Marketing & Product Development Director at Louis Vuitton Watches. Financiere Agache (the family holding company) controls approximately 48% of LVMH shares and 64% of voting rights. This structure is designed to survive the founder transition without a fight.
Every LVMH maison, sorted alphabetically by house name — the reference format luxury-industry researchers use when they query a specific house. Anchored by the foundational anchors (Louis Vuitton 1854, Christian Dior 1946, Moet & Chandon 1743, Hennessy 1765, Chateau d'Yquem 1593), the transformative acquisitions (Tiffany ~$15.8B 2021, Bulgari ~EUR4.3B 2011, Belmond ~$3.2B 2019, Loro Piana ~EUR2B 2013, Sephora ~$262M 1997, DFS 1996, Fendi 2001, Rimowa ~$700M 2016), the notable divestitures (Pucci 2021, Rossimoda 2013, Nicholas Kirkwood 2022, Ebel 2004, Thomas Pink 2019, Fenty Fashion JV 2021), and the group-launched maisons (Cheval Blanc hotels, 24S e-commerce, Eminente rum, Volcan de Mi Tierra tequila). Sortable by maison, category, founded year, acquired year, country, and status. Search by house name or note text (Louis Vuitton, Christian Dior, Tiffany, Bulgari, Loro Piana, Fendi, Celine, Loewe, Sephora, Belmond, Cheval Blanc, Rimowa, Kenzo, Givenchy, Guerlain, Chaumet, TAG Heuer, Hublot, Moet Chandon, Krug, Veuve Clicquot, Hennessy, Glenmorangie, Ardbeg). Every row is a fact-checkable reference. This is a living dataset — updated as each new maison joins the group or is divested.
| Maison | Category | Founded | Acquired by LVMH | Country of Origin | Status | Practitioner Note |
|---|
LVMH reports through six business groups. Roughly speaking, the maisons split as follows — the exact house count fluctuates each year with new acquisitions, divestitures, and launches, but the segment shape is stable. Fashion & Leather Goods is the largest earnings contributor, anchored by Louis Vuitton and Christian Dior; the smaller categories contribute progressively less EBIT despite house counts being similar.
Louis Vuitton, Christian Dior Couture, Fendi, Celine, Loewe, Loro Piana, Kenzo, Givenchy, Marc Jacobs, Berluti, Rimowa, Patou, Delvaux, Off-White. ~50% of group EBIT. The signature anchor of the group.
Moet & Chandon, Dom Perignon, Krug, Veuve Clicquot, Ruinart, Mercier, Hennessy, Glenmorangie, Ardbeg, Belvedere, Chateau d'Yquem, Chateau Cheval Blanc, Chandon global vineyards, Cloudy Bay, Colgin, Joseph Phelps, Volcan de Mi Tierra, Woodinville, Eminente. ~10-15% of group EBIT.
Tiffany & Co., Bulgari, Chaumet, Fred, Repossi, TAG Heuer, Hublot, Zenith. ~10% of group EBIT. Tiffany is the largest and youngest addition (2021).
Christian Dior Parfums, Guerlain, Givenchy Parfums, Kenzo Parfums, Benefit Cosmetics, Fresh, Make Up For Ever, Fenty Beauty (JV Rihanna), Maison Francis Kurkdjian, Acqua di Parma, Officine Universelle Buly, Loewe Perfumes. ~8-10% of group EBIT.
Sephora, DFS Group, Le Bon Marche, La Samaritaine, La Grande Epicerie de Paris, 24S / 24 Sevres, Miami Cruiseline Services. ~10% of group EBIT. Sephora is the transformative platform.
Belmond (Orient Express, Copacabana Palace, Hotel Cipriani, Hotel Splendido, ~30 properties), Cheval Blanc (Courchevel, Paris, St-Barth, Randheli, St-Tropez), Bulgari Hotels & Resorts (11 properties globally). Signature 2019-2026 expansion vertical.
LVMH's public reputation is 'forever' holds, but the actual maison ledger shows a small but instructive exit pattern. Below are the notable divestitures — typically returns to a founder family (an option Kering does not use), or quiet wind-downs of houses that could not reach scale under the LVMH structure.
Florentine print-scarf and resort-wear house held for two decades; sold back to the Pucci family in 2021. The signature 2020s-era exit.
Vicenza shoemaker acquired for luxury-brand shoe licensing; returned to the Rossimoda family after a decade.
London-based footwear designer acquired 2013; brand wound down 2022 after the founder's departure.
Swiss watchmaker acquired in the ~$739M 1999 watch push; sold to Movado in 2004 for ~$47M. The rare quick-turn watch exit.
The fashion-house JV with Rihanna launched May 2019, paused February 2021 after ~two years. Fenty Beauty and Savage x Fenty JVs continue separately.
London shirtmaker acquired 1999; sold back to founder James Mullen 2019 after two decades of never reaching scale under LVMH.
JV formed with De Beers to build diamond-jewelry retail; wound down and stake sold back to De Beers in 2017.
60% acquired July 2021 from Virgil Abloh; brand paused after Abloh's November 2021 death and collection wound down over 2022-24.
Practitioner lesson: LVMH will quietly return a maison to the founder family (Pucci, Rossimoda, Thomas Pink) rather than sell it to a competing conglomerate — a structurally different exit posture than Kering or Richemont. The pattern is consistent with the family-maison acquisition doctrine.
Every serious luxury-industry researcher studies these five deals. Each is a distinct capital-allocation case in its own right; taken together they define the LVMH acquisition doctrine across five different segments and three decades.
The most common practitioner questions about the LVMH maisons ledger.
LVMH was formed on June 3, 1987 through the merger of Louis Vuitton (the leather-and-luggage house founded 1854) and Moet Hennessy (itself the 1971 merger of Moet & Chandon and the Hennessy Cognac house). At the moment of the merger, the Moet Hennessy side included Moet & Chandon, Dom Perignon, Veuve Clicquot, Mercier, Ruinart, Hennessy Cognac, and Chateau d'Yquem's Sauternes stake; the Louis Vuitton side included the Vuitton flagship and Loewe's Spanish leather business. Christian Dior fashion was not inside the merger at formation and joined via Bernard Arnault's 1984 Boussac takeover and the 2017 Christian Dior Couture consolidation.
Tiffany & Co. remains LVMH's largest single acquisition at approximately $15.8B in an all-cash tender that closed January 2021 after a fifteen-month renegotiation from the original November 2019 announcement. That transaction is the largest luxury M&A deal in history to date. Before Tiffany, the largest single deal was Bulgari at approximately EUR4.3B (~$5.2B) all-share in March 2011. Belmond followed at ~$3.2B (April 2019), then Loro Piana at ~EUR2B (~$2.5B) for 80% in July 2013, then Rimowa at ~EUR640M (~$700M) for 80% in October 2016.
Yes. LVMH acquired Tiffany & Co. in a ~$15.8B all-cash tender that closed January 7, 2021. The house has been fully integrated as part of the LVMH Watches & Jewelry segment alongside Bulgari, Chaumet, Fred, Repossi, TAG Heuer, Hublot, and Zenith. Alexandre Arnault (fourth of the five Arnault siblings) served as EVP of Product & Communications immediately after the acquisition. The house has since executed the aggressive Rock reboot with new fifth-avenue flagship, the Elsa Peretti archive re-editions, and the Ludwig Reiter partnership. Tiffany is a current, held maison inside LVMH.
LVMH publishes an official house count of approximately 75 maisons across its six business groups: Fashion & Leather Goods (Louis Vuitton, Christian Dior, Fendi, Celine, Loewe, Loro Piana, Kenzo, Givenchy, Marc Jacobs, Berluti, Rimowa, Patou, Marc Jacobs, Off-White, Delvaux); Wines & Spirits (Moet & Chandon, Dom Perignon, Krug, Veuve Clicquot, Ruinart, Mercier, Hennessy, Glenmorangie, Ardbeg, Belvedere, Chateau d'Yquem, and vineyards); Perfumes & Cosmetics (Christian Dior Parfums, Guerlain, Givenchy Parfums, Kenzo Parfums, Benefit, Fresh, Make Up For Ever, Fenty Beauty, Maison Francis Kurkdjian, Acqua di Parma, Officine Universelle Buly, Loewe Perfumes); Watches & Jewelry (Tiffany, Bulgari, Chaumet, Fred, Repossi, TAG Heuer, Hublot, Zenith); Selective Retailing (Sephora, DFS, Le Bon Marche, La Samaritaine, La Grande Epicerie, 24S); and Hotels/Hospitality (Belmond, Cheval Blanc, Bulgari Hotels).
The notable divestitures include: Emilio Pucci (Italian print-scarf house, sold back to the Pucci family in 2021 after two decades); Rossimoda (2003 acquisition, sold back to founder family 2013); Nicholas Kirkwood (footwear, wound down 2022); Ebel (Swiss watches, sold to Movado 2004); Fenty Fashion JV with Rihanna (paused February 2021, though Fenty Beauty and Savage x Fenty continue separately); Off-White (60% acquired 2021, brand paused after Virgil Abloh's death); Thomas Pink / Pink Shirtmaker (London shirtmaker sold back to founder 2019); De Beers Diamond Jewellers JV (unwound 2017); Cape Mentelle (Australian winery divested 2022); L'Express (2015 sale to Altice); 10 Cane Rum (wound down 2013).
Bernard Arnault (b. 1949) has structured the succession by placing each of his five children in an operating role: Delphine Arnault (b. 1975) is CEO of Christian Dior Couture (appointed January 2023, previously EVP Louis Vuitton); Antoine Arnault (b. 1977) is Vice Chair of Christian Dior SE and heads Image, Environment, Communications & Corporate Affairs across LVMH, plus CEO of Berluti; Alexandre Arnault (b. 1992) is EVP Product & Communications at Moet Hennessy (transferred 2024 from Tiffany); Frederic Arnault (b. 1994) is CEO of LVMH Watches (previously CEO of TAG Heuer 2020-2023, then Loro Piana CEO 2024-2025); Jean Arnault (b. 1998) is Marketing & Product Development Director at Louis Vuitton Watches. All five Arnault siblings sit on the LVMH board or key subsidiary boards. Financiere Agache (the family holding company) controls approximately 48% of LVMH shares and 64% of voting rights via the group structure.
Sephora sits inside LVMH's Selective Retailing segment alongside DFS Group, Le Bon Marche, La Samaritaine, and La Grande Epicerie de Paris. Acquired in July 1997 for approximately $262M from founder Dominique Mandonnaud, Sephora has since scaled to over 3,000 stores across 50+ countries and is one of LVMH's largest single-brand revenue contributors outside Louis Vuitton and Christian Dior. Structurally, Sephora is a retailer of many prestige brands (including LVMH's own Fenty Beauty, Benefit, Fresh, Make Up For Ever, Christian Dior Parfums, Guerlain, and Givenchy Parfums, but also independent and Kering-owned brands), which distinguishes it from the mono-brand fashion and jewelry maisons. Sephora is the transformative selective-retailing platform inside LVMH.
Yes. LVMH's hospitality segment centers on three brand platforms: Belmond (acquired April 2019 for ~$3.2B, includes the Orient Express train, Copacabana Palace Rio, Hotel Cipriani Venice, Hotel Splendido Portofino, and 30+ hotels/rail/cruise properties), Cheval Blanc (group-launched luxury hotel line with properties in Courchevel, St-Barth, Randheli Maldives, Paris (inside La Samaritaine), and St-Tropez (2024)), and Bulgari Hotels & Resorts (originally a 2001 Bulgari-Marriott JV, came inside LVMH via the 2011 Bulgari acquisition; properties in Milan, Bali, London, Dubai, Tokyo, Paris, Rome, Miami, Los Angeles, Beverly Hills, and Shanghai). LVMH hospitality has been a signature 2019-2026 expansion vertical for the group.
The LVMH Maisons Ledger is the companion to the Institute's LVMH acquisitions record. Read alongside the following pages.
Educational reference. Not investment advice. Not a solicitation. Not affiliated with LVMH Moet Hennessy Louis Vuitton SE, Financiere Agache, Christian Dior SE, or Groupe Arnault SAS, nor with Bernard Arnault or any past or present LVMH executive, officer, employee, or family member. The Baratelli Institute publishes under the Lowe v. SEC publisher exception; neutral positioning maintained throughout. Maison acquisition sizes and dates cited in this ledger are approximate and reflect publicly reported LVMH press releases, annual reports, contemporaneous financial-press coverage (Reuters, Bloomberg, Financial Times, Le Monde, Le Figaro, The Wall Street Journal, WWD), and standard practitioner references. Dollar amounts are approximate and directional; original terms were denominated in EUR, USD, HKD, or CHF and USD equivalents reflect approximate contemporary FX. Timing dates reflect announcement or close year. Corrections welcome via the link in the footer.
“A maison is not a brand. A brand is worn; a maison is inhabited.”