LVMH CEO Anish Melwani On 22 Montaigne’s Entertainment Goals, the Olympics and Sustainability

In February, global luxury leader LVMH (Louis Vuitton Moët Hennessy) launched 22 Montaigne Entertainment, signaling its intent to explore film, TV and audio for the brands. At its helm is Anish Melwani, chairman and CEO for North America, who sees a powerful connection between culture and entertainment, more so with the rise of streaming services. 

Since his appointment in 2016, Melwani has integrated Tiffany & Co. into the company’s portfolio, driven the brands’ sustainable efforts, and overseen acquisitions and projects. Melwani will be honored May 11 at the Gold House Gala as an A1 honoree in Fashion & Lifestyle. 

What does the A1 honor by Gold House mean to you?

I hope that the platform A1 provides for representation of Asian Pacific leaders and helps not only to highlight their work but also inspire talent in this community to seize opportunities. 

What are some goals of 22 Montaigne Entertainment?

Culture and entertainment are inextricably linked and LVMH has been building culture for decades. With 22 Montaigne Entertainment, we are looking to adapt how we tell stories and connect with people. 

We are aiming to enhance our existing marketing activities and augment how the group showcases the creativity, craftsmanship and excellence of our [houses]. 22 Montaigne Entertainment seeks to support LVMH’s [houses] by helping them identify entertainment projects that honor and authentically showcase their unique creative portfolios and brand values. 

Why was that important for LVMH North America to build this bridge? 

The initiative has been developed and will be overseen by LVMH leaders at both the North America and global levels. That said, the U.S. (especially California) is home to many global entertainment companies, so it made sense for North America to have an important role in this project. Of course, many of our brands are European so many LVMH executives in Paris are connected to this initiative to ensure global relevance and strong links with the [houses]. 

Can you talk about LVMH’s sustainability efforts? 

LVMH views protecting the environment as a responsibility and an imperative. A healthy environment is at the heart of LVMH and critical to our business. The long-term success of LVMH houses depends directly on preserving and respecting the natural resources used to make their products, which in turn increases their desirability. We cannot create top-quality Champagne without grapes, perfumes without roses and apparel without cotton. 

We created the LIFE [LVMH Initiatives for the Environment] program, which made sustainable development an integral part of our strategic business plans for all 75 houses. After achieving the program’s 2020 sustainability targets, we decided to pursue even more ambitious goals with our new Life 360 roadmap revolving around protecting biodiversity, fighting climate change, promoting the circular economy and providing transparency with concrete targets for 2023, 2026 and 2030. 

The program is not static and new initiatives are being added all the time. Last year we signed a sustainability partnership with the Miami Design District, demonstrating a new model of cooperation between landlords and tenants to pursue sustainable leadership. 

What’s next for LVMH?

We are very excited about our upcoming partnership with the Paris 2024 Olympics and Paralympic Games. Many of our houses are collaborating with the games directly, including Chaumet, Berluti, Sephora, Moët Hennessy and Louis Vuitton, to promote our shared values of innovation and excellence. In addition, LVMH is proud to be directly supporting several incredible French athletes and honoring them for their achievements as group ambassadors of the games. 

What sets LVMH apart?

The strength of its brands, built over decades, or even centuries. Our ability to increase desirability over the long term is a clear advantage. What is interesting is that we constantly maintain a subtle balance of heritage, what makes the brand strong and unique and an innovative edge, to ensure its relevance to today’s customers even if the brand can be 150 or 200 years old. This can be technological innovation or creative partnerships. Our other advantage is the balance of our portfolio, across various segments, but also across price ranges.