Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.

Abstract

In 2006, Louis Vuitton launched its first 500m2 Espace culturel on the seventh floor of its store on the Champs-Elysees in Paris. Its 'sister-museum' Espace Louis Vuitton Tokyo opened in January 2011. These espaces are art exhibition spaces, very similar to museums, where temporary exhibitions by young artists are presented every three months. The inspiration behind the exhibitions in Espace culturel is always related to travel in order to reinforce the brand's savoir-faire. Over a period of 8 years, the LV espace culturel has built a strong link between its luxury brand positioning and art. However, competitors seem to be following the same road. In this new landscape, LV has to plan its route going forward. It is facing a challenge. The company has invested large amounts of money in the development of its Espaces culturels in Paris, Tokyo, and Munchen. Louis Vuitton sees in this initiative a strong business potential, namely the opportunity to differentiate the brand from competitors by new positioning and social values: (1) How could LV build a sustainable positioning on art and culture (non-profit activities) that would fit with actual brand values? (2) How could it gain the confidence of consumers in the project and create synergies between non-profit (museum) and for-profit activities (store)? (3) At the same time, how could LV insure that Espace Culturel would be properly differentiated from all the other art initiatives of its main competitors?
Location:
Industry:
Size:
18,500 employees
Other setting(s):
2006-2015

About

Abstract

In 2006, Louis Vuitton launched its first 500m2 Espace culturel on the seventh floor of its store on the Champs-Elysees in Paris. Its 'sister-museum' Espace Louis Vuitton Tokyo opened in January 2011. These espaces are art exhibition spaces, very similar to museums, where temporary exhibitions by young artists are presented every three months. The inspiration behind the exhibitions in Espace culturel is always related to travel in order to reinforce the brand's savoir-faire. Over a period of 8 years, the LV espace culturel has built a strong link between its luxury brand positioning and art. However, competitors seem to be following the same road. In this new landscape, LV has to plan its route going forward. It is facing a challenge. The company has invested large amounts of money in the development of its Espaces culturels in Paris, Tokyo, and Munchen. Louis Vuitton sees in this initiative a strong business potential, namely the opportunity to differentiate the brand from competitors by new positioning and social values: (1) How could LV build a sustainable positioning on art and culture (non-profit activities) that would fit with actual brand values? (2) How could it gain the confidence of consumers in the project and create synergies between non-profit (museum) and for-profit activities (store)? (3) At the same time, how could LV insure that Espace Culturel would be properly differentiated from all the other art initiatives of its main competitors?

Settings

Location:
Industry:
Size:
18,500 employees
Other setting(s):
2006-2015

Related