When you are on the management side, you still have to understand the artistic sensibility so that there is a dialogue with the creative side.
BERNARD ARNAULTLouis Vuitton, the world’s biggest luxury brand in terms of sales, is planning to dampen its expansion worldwide and focus on high-end products to preserve its exclusive image.
More Bernard Arnault Quotes
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If you control your distribution, you control your image.
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It is not enough to have a talented designer; the management must be inspired too. The creative process is very disorganised; the production process has to be very rational.
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A good product can last forever.
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China is clearly going to be the number one economic power and it is already full of potential.. with lots of population and the buying power increasing by the day. .
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In the luxury business, you have to build on heritage.
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I think in business, you have to learn to be patient. Maybe I’m not very patient myself. But I think that I’ve learned the most is be able to wait for something and get it when it’s the right time.
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When something has to be done, do it! In France we are full of good ideas, but we rarely put them into practice.
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Louis Vuitton, the world’s biggest luxury brand in terms of sales, is planning to dampen its expansion worldwide and focus on high-end products to preserve its exclusive image.
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Working in the context of ultra-famous brands like Dior and Vuitton, creative spirits are always going to feel reined in. It’s important that they are free to develop ideas. And rather than detracting from the principal job, it reinforces it. I think of that money as venture capital. It’s not a big investment.
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Oh, I was brought up in the north of France, and I had a very enjoyable childhood with my family working as entrepreneur.
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I’ve always been pleased with the investments I’ve made with my friend Albert Frere and I regret not having followed him more, because I would have been a lot richer.
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Once we decided to do a tower in New York, it had to say something about our group, reflecting the mix of modernity and creativity in our organization. It’s a symbol.
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What we do in our group is the opposite of the bad effects of globalization. We produce in Italy and in France and we sell to China, when usually it’s the opposite.
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When you are on the management side, you still have to understand the artistic sensibility so that there is a dialogue with the creative side.
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And rather than detracting from the principal job, it reinforces it. I think of that money as venture capital. It’s not a big investment.
BERNARD ARNAULT