How a Homeless Boy Created Louis Vuitton

At 13, the homeless Louis Vuitton couldn’t have imagined what the LV brand would become in the future. Around the same time, Louis Vuitton and Coco Chanel were accused of collaborating with the Nazi government against their own country, which angered many people. Louis Vuitton frequently communicated with Minister Kamal Nath in India, and in 2011.

. . The King of Jammu and Kashmir, Hari Singh, ordered 38 customized LV trunks within seven months.

If you ever see a discount on LV products, it’s either fake or second-hand. On Google, incidents involving Britney Spears and The Hangover Part 2 prompted the LV brand’s legal team to file back-to-back cases. Although the Gucci managed to secure its shares, but for Hermes urgent family meetings had to be called to address these issues.

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About 200 years ago, there was a village in France called Anchay. A man named Xavier Vuitton lived in this village, and Louis Vuitton was born on August 4, 1821. Louis’s father was a poor farmer, and his mother, Coronne, made and sold hats to support the family.

Due to their poor financial condition, Louis had to leave his studies and assist his father in the fields. In 1831, when Louis was around 10 years old, his mother passed away. After her death, Louis’s father remarried, but his stepmother mistreated him.

Even his father didn’t intervene to stop this. Louis endured this mistreatment for three years, but when food became scarce and conditions worsened, he decided to leave. In 1835, at the age of 13, Louis ran away from home at night without informing anyone and set out for Paris.

He had heard about the opportunities in Paris and believed it was a place where he could find work. So, he decided to leave Anchay for Paris on his own without telling anyone else. However, the distance from Anchay to Paris was 292 miles, and Louis had no money or resources for the journey, so he walked the entire way.

On his journey, Louis stopped in villages to do small jobs in exchange for food. When there was no place to stay, he slept in forests, and sometimes he went hungry. This arduous journey lasted two years.

Louis worked and traveled continuously until he finally reached Paris in 1837. After arriving in Paris, Louis’s main goal was to secure food. Fortunately, the railway service in Paris had just started, leading to an increase in travel and a growing demand for luggage boxes.

A craftsman named Monsieur Maréchal, who specialized in making such boxes, was looking for a helper. Louis approached him for work and was hired. For 16 years, Louis worked diligently under Maréchal, perfecting his skills.

His craftsmanship became so renowned that customers began specifically requesting trunks made by him which made him famous among customers. In 1852, a major event changed Louis’s life. Empress Eugénie, wife of Emperor Napoleon III, admired his work so much that she appointed him as her personal box maker.

At the time, arranging and managing luggage was considered a prestigious job, and this elevated Louis’s status significantly. Louis transitioned from being an ordinary box maker to serving elite and royal clients. His clientele belonged to high society and interacted with him directly.

On April 22, 1854, Louis married. Shortly after, he found a place on Rue Neuve-des-Capucines, where he opened his own shop and bought a house in the mezzanine flat of the same building. This was a remarkable achievement for someone who had once been homeless.

However, even Louis Vuitton himself could not have foreseen what lay ahead. Although Louis initially made the trunks himself, after opening his shop, he relied on suppliers for production. This led to a decline in quality, resulting in numerous complaints.

Determined to maintain high standards, in 1858, Louis relocated to Rue du Rocher, 76, and began personally overseeing trunk production. Louis had a habit of paying close attention to the smallest details. This trait allowed him to identify a significant issue with the travel boxes used in Paris.

His observations led him to revolutionize the concept of travel luggage. Before the arrival of trains in Paris, horse carriages were the primary mode of travel, and they had dedicated spaces for luggage boxes. These boxes typically featured dome-shaped lids to prevent water from pooling during rain.

However, they were also heavy and cumbersome. With the advent of train travel, people began using the same dome-shaped boxes. Unfortunately, these trunks were impractical for trains because their shape took up too much space, and their weight made them difficult to handle.

Louis Vuitton recognized this problem and introduced a solution: the flat-top rectangular trunk, also known as the steamer trunk. Unlike the traditional trunks made from pigskin, which often cracked, Louis used a durable, lightweight fabric called trianon canvas, predominantly in gray. This fabric made the trunks both sturdier and more aesthetically appealing.

The rectangular shape allowed the trunks to be stacked, optimizing space and improving convenience. At the time, wealthy individuals traveled frequently, and they quickly grew fond of Louis Vuitton's flat-top trunks. These trunks, with their clean, modern design, became highly popular among the elite class in a short period.

While it might seem like a simple innovation—flattening a dome shape—it completely transformed the way luggage was perceived and used in Paris. This groundbreaking idea came from a once-homeless, undereducated boy. By 1859, the demand for Louis Vuitton's flat-top trunks had increased significantly.

The brand primarily targeted wealthy individuals and understood a crucial insight: if they made life more convenient for the rich, those customers would be willing to pay any price. To cater to the needs of affluent clients, Louis Vuitton began offering customized trunks. During that era, it was common to pack all belongings into a single trunk, which made organization difficult.

Recognizing this challenge, Louis Vuitton innovated by customizing the trunks with compartments and segments, making them more practical and modern. Furthermore, Louis Vuitton observed another trend at the time: that handbags for women were rarely used due to societal norms. These bags were considered heavy, inelegant, and potentially harmful to women.

To address this, Louis Vuitton designed a lightweight and stylish handbag using canvas, which significantly increased the demand for women's handbags. This trend quickly gained popularity in his region, making Louis Vuitton's creations highly sought after by the wealthy. At that time, Louis Vuitton's products were seen as groundbreaking inventions for the rich, who were willing to pay any price for them.

In recognition of his innovation, Louis Vuitton was awarded a bronze medal at the Paris Universal Exhibition during the World's Fair in 1867. Two years later, in 1869, a historic event took place: the opening of the Suez Canal. This event revolutionized global trade and travel.

During this period, Louis Vuitton's travel bags and trunks gained significant attention. The elite class in France brought LV’s stylish trunks and bags to Paris, marking the brand’s entry into the international spotlight. The LV brand garnered so much attention during this time that prominent figures from around the world began traveling to France to purchase its products.

Among them was the Viceroy of Egypt, who was so impressed by the bags that he awarded LV an official document recognizing it as a royal family supplier. This recognition served as proof of the exceptional craftsmanship of Louis Vuitton, earning the brand the honor of being associated with the Egyptian royal family. This significantly boosted the international reputation of the LV brand.

Meanwhile, the kings of India displayed an even greater admiration for LV bags than Egypt's royalty. The King of Kapurthala, Jagat Jit Singh, was so fond of LV that he ordered 60 customized trunks for various purposes, including storing clothes, swords, and turbans. Similarly, the King of Baroda, Saiyaji Rao Gaikwad, became a regular customer.

The King of Jammu and Kashmir, Hari Singh, ordered 38 customized trunks within seven months, tailored for his polo outfits, cigarette drying, and other needs. The brand's popularity soared as powerful and wealthy individuals adopted it. Products favored by the elite naturally became aspirational for the middle and lower classes, as they believed owning these items would enhance their own status.

However, the year 1870 brought significant challenges for Louis Vuitton. The Franco-Prussian War began, forcing Louis to abandon his shop and belongings in Paris. He relocated to Aisne, a town outside Paris, where thousands were moved to refugee camps.

During this upheaval, Louis Vuitton's workshops were destroyed, and his tools, canvas, and inventory were stolen. By the war's end in 1871, Louis had lost everything, effectively starting over. Despite this devastation, the war presented a unique opportunity.

Property prices plummeted, and prime, strategically located spaces became available at very low costs. Few people had the financial means to invest, but Louis was among the fortunate few who had savings. Recognizing this opportunity, he purchased a shop in the Opera district of Paris, near Louis Scribe Street.

This location was highly advantageous, situated near the railway station, Grand Hotel, and Hotel Scribe. The area saw a high volume of travelers, ensuring constant foot traffic. With this move, Louis quickly revived his business.

In the years that followed, Louis’s son, George Vuitton, returned from studying in England. George persuaded his father to expand LV’s presence internationally by opening a store in London, believing the brand would thrive there. Louis agreed, and together, they launched the first LV store outside France in 1885, located at 289 Oxford Street, London.

This is the original picture of that shop and it was the first elite shop to open outside France. After all these achievements, Louis Vuitton faced a common challenge that many successful brands encounter: counterfeiting. Fake LV products began flooding the market, which significantly hurt the business.

Though LV took some initial steps to address this, the measures were not very effective. To combat the growing problem of counterfeiting, George Vuitton, Louis's son, suggested to his father that they add something unique to their products that no one could replicate. They wanted to solve a significant problem with their bags, which, although square-shaped and designed simply to carry items from one place to another, lacked much innovation at the time.

George and his father began to focus on solving this problem by paying attention to the smallest details. During this process, George noticed an important feature: the locking system. At the time, wealthy travelers often carried expensive paintings, valuables, and trunks, and theft was a prevalent issue.

Despite locking their trunks with large locks, thieves could easily break them open, causing significant distress among travelers. To address this, LV invented the Tumbler Lock. This innovative lock featured a multi-pin tumbler system, where each pin could only be unlocked if set in the correct position, making it much more difficult for thieves to open.

George and Louis worked tirelessly to develop the lock, knowing it was a first-of-its-kind invention. To protect their creation, they patented the lock. To promote the new lock, George used a clever marketing strategy.

He published an article on the front page of a newspaper, challenging the world-famous escape artist Harry Houdini to crack the LV lock. Houdini refused to accept this challenge. With this single innovation, the LV lock system became a solution to a major market need, and demand for their products surged.

If you were a wealthy person at the time, traveling with valuable items, you would certainly purchase an LV bag, no matter the price. As a result, the affluent began favoring LV, as they believed the bag’s lock couldn’t be tampered with. Additionally, counterfeiters were unable to replicate the lock, making it easy for wealthy buyers to identify genuine LV products in the market.

This drove up demand significantly. In 1889, Louis Vuitton received a gold medal at the Paris World's Fair for this innovation. With this success, LV began to focus not only on the bag’s functionality but also on enhancing its aspirational value.

They concentrated on addressing the needs of the wealthy, understanding that this would increase their profits. LV introduced several small steps that may seem ordinary today, but at the time, they were groundbreaking. For instance, they created the first-ever catalogue of LV products in both French and English.

While this might seem trivial now, it was a novel concept back then. LV was solving problems for the wealthy that they hadn’t even realized existed. Tragically, in 1892, the same year the catalogue was launched, Louis Vuitton passed away from brain cancer.

With his passing, his son, George Vuitton, took over the responsibilities of the LV brand. George, who had been very close to his father, was determined to carry forward his father’s legacy and continue to grow the brand. In 1893, just a year after his father's death, George took LV to the World’s Fair in Chicago, USA, to introduce the brand to the American market.

While in the US, George met with JP Morgan and secured him and his family as clients. The very next day, George convinced John Wanamaker, the owner of a prestigious department store, to begin selling LV bags in his store. This is how LV’s brand and products were first introduced to the US market.

Afterward, George focused on establishing a unique brand recall value for LV bags. In 1896, he introduced a monogrammed canvas design, incorporating four systematic leaves, flowers, and the initials "LV" to create a distinctive pattern. The initials were added to the bag because painters often signed their work with initials.

George took inspiration from this tradition and added the initials "L" and "V" to every product in memory of his father. As seen today, the "L" and "V" initials are a distinctive feature. This design was influenced by Japanese floral motifs which has floral patterns.

These flower patterns symbolize harmony and beauty. The new monogrammed canvas design offered not only brand recall value but also a significant advantage. George crafted the design with such precision that any counterfeit LV product could easily be identified.

Even though it was costly, George insisted on making every bag by hand instead of using machines. While other companies mass-produced their products in bulk, George kept each product handmade, ensuring that every piece was perfect. This attention to detail made the difference between an authentic and counterfeit LV bag clear.

Counterfeiters struggled to replicate the handmade production, and the cost of production made it difficult for them to copy the bags. This is how the famous LV design came into being. George’s design was trademarked by the National Office of Industrial Property on March 21, 1905.

Initially, a gray design was used. Later, designs with brown and dark brown stripes followed, and eventually, the design we know today was introduced. After George's passing in 1936, his son, Gaston Louis Vuitton, took over the business.

However, his tenure coincided with the onset of the Second World War, leading to a significant downturn in LV's sales. During the war, Hitler’s Nazi government attacked France and established a puppet regime. Children in France protested against this Nazi government, and most businesses closed to show resistance.

However, Louis Vuitton did not join the boycott against the Nazis. Instead, the company collaborated with the puppet government, creating propaganda posters and statues for them and even accepting special orders. While most businesses were closed, LV’s store remained open, as did Coco Chanel’s, who also collaborated with the Nazis.

This angered the French people. After the war ended and the atrocities of the Holocaust came to light, LV’s reputation suffered significantly. People were left questioning how LV had supported the Nazis for its own gain.

This period of controversy is discussed in Louis Vuitton’s book The French Saga. Gaston Vuitton's actions during this time remain a stain on the company’s history. LV defends the decision by claiming it was a survival tactic, suggesting that without it, the brand might not have survived.

Once the war ended, LV began to recover. While many businesses in France struggled, LV’s controversial relationship with the Nazi government gave it an edge, enabling it to grow rapidly. The company launched more products, each designed for the specific needs of wealthy clients.

For example, LV introduced boxes for cutlery, mini-bar boxes, travel bags, and other customized items for the elite. In this way, LV launched various customized products, each targeting a different purpose. In 1970, Gaston Louis Vuitton passed away.

This marked a major turning point in LV’s history. After Gaston's death, his children lacked experience in managing the business, and sales began to decline. One of Gaston's children, Audil Vuitton, married Henry Rackamare, a successful businessman who had turned his company, Stinox, into a global success.

Henry was tasked with managing LV, marking the first time someone outside the Vuitton family took control of the brand. Until then, LV had been a family-run business. At the time, LV employed 70 people and had a turnover of 10 million euros.

When Henry took over, he transformed LV from a family business into a massive corporation. Henry implemented several changes, one of which was a game-changer for the brand. He noticed that LV was relying too much on wholesalers, who were taking a significant cut of the profits.

To address this, Henry eliminated the wholesalers and began selling products directly through LV's retail shops. This move proved highly profitable. In just six years, LV’s profit skyrocketed to more than 250 million euros.

This model of direct sales continues to benefit LV today. In 1984, Henry listed LV on the Paris and New York Stock Exchanges, raising funds to open over 130 LV retail shops worldwide. This strategy led to a massive increase in demand for LV products, especially in the USA and Japan.

By 1987, LV’s sales reached $1 billion. This success was unimaginable to Louis Vuitton, the 13-year-old homeless boy, who could never have foreseen such growth for his brand. Henry listed LV on the stock market and made it profitable.

However, this decision exposed LV’s shares to the open market, which created problems for the Vuitton family. This situation led to the ownership of LV being taken over by the family. During that time, a trend was emerging where large American businessmen were engaging in hostile takeovers.

These businessmen targeted undervalued companies, buying up their shares and taking control. Once in control, they would do whatever they pleased with the companies. Henry was concerned that LV, now publicly traded, might fall victim to a hostile takeover.

Similarly, there was another company, Moët Hennessy, which shared the same fear. As a result, LV and Moët Hennessy decided to merge. Their plan was simple: by merging, both companies would become so large that no outsider would have the financial power to take them over.

The merger took place, but shortly after, tensions arose between the two companies. For instance, LV wanted the merged company to be named LV-MH, with LV coming first, while Moët Hennessy argued that the name should be MH-LV, with MH coming first. After lengthy discussions, it was decided that the company would be named LV-MH, but the brand would be referred to as Louis Vuitton.

After the merger, the question arose: who would hold more power in the company, LV or Moët Hennessy? Daily conflicts ensued. Both parties secretly tried to bring in outside forces to maintain control over the LV-MH brand.

Moët Hennessy wanted to reduce LV’s influence and increase its own, which would only be possible if it held a higher percentage of shares. To achieve this, Moët Hennessy secretly partnered with others and began purchasing LV-MH shares. Henry of LV responded in kind.

He brought in Bernard Arnault, an expert in takeovers. Bringing Bernard in was a difficult move for Henry, as Bernard was already well-known for his expertise in acquisitions. In response to the situation, Bernard secretly started buying shares of LV-MH with the backing of some corporations.

He initially invested $1. 6 million in LV-MH and later invested an additional $600 million. As a result of these investments, Bernard became the largest shareholder in LV-MH.

On January 13, 1989, Bernard Arnault became the chairman of LV-MH, effectively taking control of the company. They realized that it was a big mistake for them to fight among themselves. They reached out to Bernard and asked him to take control of Christian Dior perfume and let them maintain control over LVMH.

Meanwhile, they were removed from the LVMH board. The case dragged on in court for many days, and eventually, Bernard won and took control of LVMH. After this, the Vuitton family, who had built the Louis Vuitton brand, was completely removed from the company.

Once Bernard took control of LVMH, he also acquired 75 other brands like Kenzo and Berluti. Over time, Bernard became one of the richest people in the world. If you check the list of the world's top richest people today, you'll find Bernard in the top 5.

His net worth, alongside Elon Musk’s, only has diffrence of $38 billion. This one move transformed their lives. Bernard’s acquisition of the entire Louis Vuitton brand left the Vuitton family completely excluded from the company.

Bernard was extremely skilled at taking over companies. For instance, when Gucci was struggling and preparing for its IPO, Bernard secretly acquired more than 34% of Gucci’s shares to take over LVMH through Gucci. Bernard has never built a company from scratch himself, but his expertise in taking over companies has led him to control many of them.

Because of this, many companies are wary of him. When Gucci realized Bernard was eyeing them, they held an urgent meeting and introduced the Employee Stock Ownership Plan (ESOP), issuing new shares to dilute the percentage of shares Bernard had acquired. As soon as Bernard realized that his stock purchases wouldn't work, he sold off his remaining shares in Gucci.

Similarly, when Hermes bags began to gain popularity, and if LVMH was considered a competitor, Bernard quietly started buying shares of Hermes. However, Hermes has been run by the Hermes family for over 200 years. They held an urgent family meeting, consolidated 67% of the shares, and enacted a rule that no shares could be sold without family approval.

Bernard’s attempt to take over Hermes by buying shares led to a lawsuit filed against him by the Hermes family in the French stock market regulator (AMF), and he was fined. Undeterred, Bernard went on to acquire Tiffany & Co. Bernard believes that as the global GDP increases, luxury brands will thrive, and people will continue to buy luxury goods.

He places their products in such a way that purchasing them increases the buyer’s social status. In many cases, investing in a unique LV product yields higher returns than gold, especially when resold in the secondary market. Louis Vuitton's handbags now sell for up to 1.

5 million rupees, with limited editions fetching even higher prices. Louis Vuitton (LV) invests significantly more than many other companies to position its products uniquely. Not every LV bag is made with a machine.

As I mentioned, LV's bags are handmade in countries such as France and Italy. However, there's an interesting aspect to this process. It takes 100-300 steps to create a single bag, and those who make these bags are trained for two years.

After their training, more than 30 people are involved in making just one bag. To maintain high-quality standards, they zip and unzip each bag at least 500 times and test its strength by applying a 7-pound weight. LV also uses exotic materials like crocodile, python, and ostrich skins in many of their bags.

The company has invested billions in marketing to ensure their unique story reaches affluent people worldwide. LV never offers discounts. If you’re seeing a discount on LV products, it likely means the item is either fake or second-hand.

If any product goes unsold, LV destroys it rather than offering discounts. This policy, however, benefits the company by allowing them to return imported raw materials when destroyed under customs regulations. Despite this, the practice of burning unsold products has raised environmental concerns, and LV is gradually moving away from it.

The European Waste Framework Directive and the Environment Protection Act 1990 are pushing them to change. To cater to their elite clientele, LV ensures that their stores are located in the most prestigious locations worldwide, no matter the cost. For instance, the rent for LV’s Rome store is $14.

6 million annually, while their Paris store’s rent is $26 million, and their Hong Kong store’s rent stands at $51 million per year. When Emporio Mall in Delhi was under construction, LV had already secured a prime location. During the lockdown, LV introduced mobile stores, which were sent directly to customers' homes, allowing them to browse and select products in the comfort of their space.

This strategy proved successful during COVID-19. LV's strategies have set trends that other luxury brands quickly follow. Under the leadership of Bernard Arnault, LV has grown exponentially through both vertical and horizontal expansion strategies.

Vertical expansion involves adding new products, such as fashion, perfume, watches, and even jewelry. This allows LV to offer customers a broader range of luxury items, reducing the need to shop at other brands. For example, LV expanded its portfolio to include Dior perfumes and Tag Heuer watches, providing a full luxury package under one brand.

Horizontal expansion refers to acquiring competitors, thus strengthening LV’s market dominance. Bernard’s acquisitions of brands like Tiffany and Bulgari have not only helped LV monopolize the luxury market but also solidified its dominance in the industry. These moves have made LV’s competitors uneasy.

For example, the American brand Coach filed a complaint with the Japanese Fair Trade Commission, accusing LV of pressuring department stores to stop promoting Coach’s products. LV is highly protective of its brand and employs 50 to 100 legal professionals in each region, including lawyers, paralegals, and support staff, whose sole responsibility is to prevent any misuse of LV's name. At one point, LV even filed a lawsuit against Google because websites selling counterfeit LV bags were gaining traction in the sponsored sections of search results.

Initially, a French court ruled in favor of LV, but Google appealed, and the European Court of Justice overturned the decision. LV also took legal action against a music video by Britney Spears, “Do Something,” because the car’s dashboard resembled LV’s Cherry Blossom design. LV filed a lawsuit, and as a result, the song was withdrawn from broadcasting and the production company was fined €80,000.

In the second part of The Hangover movie series, a character says, “Be careful, that is Lewis Vuitton. ” However, they mistakenly pronounce it “Lewis Vuitton” instead of the correct “Louis Vuitton. ” LV took legal action over this mispronunciation.

The Chinese government is particularly concerned with LV due to the brand's large market share in China—almost 40% of their global market. To counteract LV's influence, China has employed a method of luxury shaming. Luxury brands that participate in this practice are publicly criticized.

While it might sound insignificant, this tactic actually had a considerable impact, leading to a decrease in LV's sales. Whenever LV enters a new market, they leverage their influence by engaging with local politicians. When LV entered India, they faced a rule stipulating that foreign brands could only hold 51% ownership of their retail business, with 49% required to be owned by Indian partners.

From 2002 to 2007, LV's CEO met multiple times with India's Commerce and Industry Minister, Kamal Nath, to advocate for changes to this rule, eventually leading to the 2011 policy shift that allowed 100% foreign ownership of single-brand retail businesses like LV. However, LV's unique royalty story, which sells to its elite clientele, faced a significant challenge. The biggest shock came when The Guardian published a report accusing Bernard Arnault of misleading the market by branding Louis Vuitton as a "heritage luxury brand.

" The report argued that much of the brand's production involves outsourcing and mass production, which is not disclosed in their advertising. According to The Guardian, if a company wants to label its product as "Made in France," the final step of production must occur in France. However, LV allegedly does much of its manufacturing with cheap labor from countries like Romania, only completing the final, basic touches in France or Italy to justify the "Made in France" or "Made in Italy" label.

Additionally, The Guardian suggested that LV's claim of providing two years of training to its workers is misleading. In reality, much of the work is outsourced to Romania, where laborers are paid only 133 Euros per month, despite the high prices LV charges for its bags. The company has also faced backlash for its leather processing facility, Hang Long Tenry.

Investigations revealed that LV uses python, crocodile, and snake skins, sometimes removing the skin from living crocodiles and subjecting ostriches to electric shocks for their feathers. In response to these allegations, PETA (People for the Ethical Treatment of Animals) bought shares in LV to attend shareholder meetings and stage protests. The situation escalated to such an extent that the police had to intervene and remove the protesters.

This event gained global media attention, which is exactly what PETA had hoped for. PETA continues to share videos of these practices on their website and actively campaigns against LV. Even now, if you visit their website, you'll find these videos documenting the alleged mistreatment.

Despite all these controversies, LV remains heavily covered in the news. However, Bernard Arnault has continued to drive the brand's success. With the use of various strategies, LV's valuation reached an astounding $124.

8 billion in 2023. This is a staggering figure, especially when considering that the brand’s founder was once a 13-year-old boy who struggled with basic necessities. His story serves as an inspiring reminder that hard work and perseverance can lead to extraordinary success.

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