LVMH CEO Anish Melwani shares 22 of Montaigne’s entertainment goals and more

In February, global luxury leader LVMH (Louis Vuitton Moët Hennessy) launched 22 Montaigne Entertainment, signaling its intention to explore film, TV and audio for brands. At its helm is Anish Melwani, president and CEO for North America, who sees a powerful connection between culture and entertainment, even 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 on May 11 at the Gold House Gala as an A1 Fashion and Lifestyle Honoree.

What does Gold House’s A1 honor mean to you?

I hope the A1 platform will provide representation of Asia-Pacific leaders and help not only highlight their work, but also inspire talent in this community to seize opportunities.

What are some of the goals of 22 Montaigne Entertainment?

Culture and entertainment are closely linked and LVMH has been building culture for decades. With 22 Montaigne Entertainment, we seek to adapt the way we tell stories and connect with people.

Our aim is to enhance our existing marketing activities and increase the way the group showcases the creativity, skill and excellence of our [houses]. 22 Montaigne Entertainment seeks to support LVMH [houses] helping them identify entertainment projects that honor and authentically showcase their creative portfolios and unique brand values.

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

The initiative was developed and will be overseen by LVMH leaders both in North America and globally. That being said, the US (especially California) is home to many global entertainment companies, so it made sense for North America to play a major role in this project. Of course, many of our brands are European, so many LVMH executives in Paris are linked to this initiative to ensure global relevance and strong market links. [houses].

Can you talk about LVMH’s sustainability efforts?

LVMH views protecting the environment as a responsibility and imperative. A healthy environment is at the heart of LVMH and is fundamental to our business. The long-term success of LVMH houses directly depends on preserving and respecting the natural resources used to manufacture their products, which in turn increases their attractiveness. We cannot create high-quality champagne without grapes, perfume without roses, and clothing without cotton.

We create 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 sustainability targets for 2020, we decided to pursue even more ambitious goals with our new Life 360 ​​roadmap, which revolves around protecting biodiversity, combating 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 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 Olympic and Paralympic Games. Many of our houses are collaborating directly with the games, including Chaumet, Berluti, Sephora, Moët Hennessy and Louis Vuitton, to promote our shared values ​​of innovation and excellence. Additionally, LVMH is proud to directly support several incredible French athletes and honor them for their achievements as the group’s ambassadors at the games.

What sets LVMH apart?

The strength of their brands, built over decades, or even centuries. Our ability to increase long-term desirability is a clear advantage. What’s interesting is that we constantly maintain a subtle balance of heritage, which makes the brand strong, unique and innovative, to ensure it remains relevant to today’s customers, even though the brand may be 150 or 200 years old. It could be technological innovation or creative partnerships. Our other advantage is the balance of our portfolio, in different segments, but also in all price ranges.