Louis Vuitton Chat Thread

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Dear LV lovers,

I need your advise again!! I bought an organizer from the originals for my Delightful, but each time when I use it my Delightful got somehow deformed as you can see in the pictures... do you think is it good for my bag in a longer term or should I take it out?? Thank you in advance!!

I hope you will understand what i mean!

Few wrinkles on the interior

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On the bag itself

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if you are going to keep or store your bag for a long period of time, you have to stuff it or put something inside ( not sharp object of course) to keep the form of the bag and avoid wrinkles or deformation.
This is not for storage. I used to put air papers to store my bags. But this is more for daily use. Do you think it is a matter if I keep using the organizer.
 
This is not for storage. I used to put air papers to store my bags. But this is more for daily use. Do you think it is a matter if I keep using the organizer.

I personally would not want to use an organizer that deforms my bag like the pictures you show. Maybe a smaller organizer? I don’t use one in my delightful, I don’t want it looking structured.
 
I personally would not want to use an organizer that deforms my bag like the pictures you show. Maybe a smaller organizer? I don’t use one in my delightful, I don’t want it looking structured.

Thank you! Maybe I should try a smaller organizer because it don't want the inner life looks unstructured! But I like the unstructured look from outside!! This slouchy look!! But I want also to find things quickly!! I know that sounds confusing!! Ahahahah
 
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A great article from the Financial Times:

Louis Vuitton’s CEO aims for a billion dollars
November 10, 2017
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“We had a particular problem in Paris: it’s called the queues. We had too many queues. We had queues on the Champs-Elysées, in Saint Germain des Prés and on Avenue Montaigne. We had queues in [department store] Galeries Lafayette, we had queues in [department store] Printemps.” Michael Burke, chairman and chief executive of Louis Vuitton, is explaining how the house came to open a gigantic store on Place Vendôme, the centre of the luxury business in Paris.

“It took us 10 years: short in the span of a house like Vuitton; long when you are waiting for it.”

Mr Burke is ensconced on a sofa the size of a small yacht in the store’s private client apartment — a space on the fourth floor where the wealthiest clients can do their shopping with due discretion and examine such objects as a new trunk for their jewellery. The whole store, stuffed with works by artists such as Kimiko Fujimura and Vik Muniz, sprawls over two hôtels particuliers (grand town houses) and sits near premises of similar grandeur belonging to brands such as Chanel, Chaumet and Van Cleef & Arpels.

The shop features all the brand’s ranges, from clothes and trainers to key rings and diamond jewellery, as well as the luggage that first made the company — now owned by Bernard Arnault’s LVMHconglomerate — famous.

How much did this decade-long project cost? “Enough!” he says. “If you reason in 100-year increments, it’s the right amount. But if you think in five-year increments, it’s too expensive. Every time we’ve purchased an asset at LVMH, whether it’s a house or a physical site, we’ve always been accused of paying too much. But typically, within a five-year span — which is very short — with hindsight every single purchase looks like genius.” They have been “brilliant for the shareholders”.

The market would appear to agree. On the day we met last month, LVMH’s third-quarter results showed a 12 per cent increase in sales to €10.4bn, pushing the shares to a record high. But if business does not work out, Mr Burke jokes, Mr Arnault could always move into the apartment.

Luca Solca, head of luxury goods research at Exane BNP Paribas, ascribes Louis Vuitton’s recent success to constant rethinking. “Louis Vuitton has been smart to increase its number of styles, stretch its price points to capture both high-end and accessible consumers, create capsule collections to originate media buzz and drive traffic to store.”

“Fundamentally it’s not about luggage — it’s about innovation,” says Mr Burke. “Innovation came before luggage.” In this telling, it was innovation that led to Louis Vuitton’s 1858 flat-top trunk, enabling luggage to be stacked on trains and ocean liners, both then new modes of transport.

Mr Burke speaks with candour and acts with confidence because it is possible that he, of the 130,000 people working for LVMH, knows the enigmatic, art-loving, piano-playing, polarising tycoon Mr Arnault better than anyone. “I’ve been working for the Arnault family for 38 years,” he says, adding that these days his boss is “a little bit more patient — the key word being ‘little’”. But Mr Burke can keep up: he is possessed of a lively mind, equally at home analysing a company report or a piece of 18th-century French furniture.

He started as an intern working for Mr Arnault’s father, who owned Férinel, a small regional property developer, and switched from property to luxury when in 1984 the group bought ailing textile company Boussac, which owned Christian Dior. “I became the go-to person to fix or turn around situations, or merge a family-owned company within the LVMH galaxy, which is what I did with Fendi and Bulgari,” says Mr Burke.

It was from the latter, the Italian jeweller and watchmaker, that he moved to Louis Vuitton five years ago. He noticed immediately that the watch and jewellery business had unexploited potential. “I came from Bulgari, so I knew how vibrant the business was,” he says. “Vuitton had it all, but it was not being given the proper push. It was considered a niche business. And the minute I came, I said, ‘This will be a billion-dollar business’” in watches and jewellery.

The brand’s increased activity in high jewellery has been the most spectacular fruit of his plan — but it is a hard sector in which to thrive. Mr Burke says he understood that, as a newcomer, Louis Vuitton needed a point of difference. “The difference is, there’s much more risk-taking. We hired designers, we invested in the raw material, we take risks on purchasing stones 10 times more than when I came here,” he says. “Right now, we’re in the middle of a boom in highest-quality coloured stones. Today you have certain spinels that are more expensive than rubies, and you have a palette of richness of colours that’s absolutely amazing. And you can be a lot more creative in the colours and in the cuts.”

The brand has its jewellery atelier above the new store, where it makes all its high jewellery. An in-house publicist would not divulge the value of the stones on site, but Mr Burke is less reticent. “We have €200m worth of stones,” he says. His PR is agog. “There goes my insurance premium!”

He has made far-reaching changes in watches, too. For instance, last year he pulled Louis Vuitton out of the Art Basel fair, where it used to show collections in a historic mansion in the old town.

I became the go-to person to fix or turn around situations, or merge a family-owned company within the LVMH galaxy
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“Most clients don’t really like to go to Basel: unless you’re also an avid art collector there’s not that much going on,” he says. “So our client events are typically held in places where our clients like to go — five-star hotels and exotic places.” Instead, Louis Vuitton has invited its bigger clients to watch and jewellery galas in Hawaii and French Alps ski resort Courchevel, and holds regular client events in major cities.

Nor does Mr Burke have much time for third-party ecommerce. “Is it e-retail or is it e-wholesale? That’s the difference,” he says. “Today, too many luxury brands are chasing business by going on to e-wholesale, which is going back to where we were in the 1970s when we didn’t control our distribution in faraway lands. Why would you do that? Why would you forgo a direct relationship with your client? What baffles me is that the watchmakers don’t get that. We sold three million-dollar watches last week.”

He believes it was overstocking, then discounting, that partly caused the recent global downturn in watch sales. Mr Burke blames the middle ground, “shops that provide no service and no aftercare service, no nothing”.

Louis Vuitton has not been slow to enter the smartwatch sector, following the Apple Watch and TAG Heuer’s Connected watch. He says the company sold 20,000 Tambour Horizon smartwatches in the three months following launch, vindicating the €2,500 price. (Most of TAG’s Connected watches are £1,200-£2,000 and it sold 56,000 in 2016.)

If Mr Burke can keep Louis Vuitton selling coloured stones and smartwatches, it might be some time before Mr Arnault needs to take up residence on Place Vendôme.
 
hi! im not so sure which forum ill post regarding this lv receipt. i just want to know if this receipt and neverful mm bag are authentic. i noticed some receipt beside the receipt #, its says receipt/invoice but this receipt im showing, it says “waiting”. did someone experience this? i need advise from experts.
 

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hi! im not so sure which forum ill post regarding this lv receipt. i just want to know if this receipt and neverful mm bag are authentic. i noticed some receipt beside the receipt #, its says receipt/invoice but this receipt im showing, it says “waiting”. did someone experience this? i need advise from experts.
 

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