At the beauty counter of luxury conglomerate Louis Vuitton and Moët Hennessy (LVMH), innovation at the highest of standards is fundamental.
LVMH’s portfolio includes some of the world’s most prestigious names, from Louis Vuitton in fashion to Moët & Chandon in wine, and Hennessy in spirits, and the challenge of innovating in its beauty division is no less demanding.
The group is home to 15 beauty brands, including Dior Beauty, Benefit Cosmetics, and Fenty Beauty by Rihanna, and with luxury as their defining trait, creating innovative, unique products which are ahead of the game is crucial.
At the recent Web Summit in Lisbon, Julie de Moyer, the company’s Chief Data and AI Officer (CDAO), provided a glimpse into how data is helping to shape the future of LVMH’s beauty brands.
“We’re not just undergoing a single data transformation,” de Moyer explains. “We’re working on multiple transformations, each tailored to the needs of different brands and business domains.”
These processes are fundamental, as LVMH’s beauty brands are not only diverse in their heritage and market segments but also in the channels through which they engage consumers, their geographical reach, and their stages of digital maturity.
MaIA who?
Internally, LVMH has developed an AI chatbot, MaIA, designed to assist employees across various functions, from content translation to mock-up generation.
“It’s intuitive and a testament to the work of our tech teams and partners,” says de Moyer.
For instance, de Moyer asked MaIA about the future of AI in stats, and it said: “By 2027, it is estimated that 70% of consumer experiences in the beauty industry will be influenced by data and AI.”
Notably, MaIA said that beauty’s adoption of AI is accelerating at a pace faster than many other industries—evident in the fact that the firm itself has over 200 AI products, which de Moyer explains spans the categories: Create, Move, Show, Sell, and Service.
Enhancing craftsmanship
The “Create” category highlights LVMH’s ambition to accelerate product innovation within its beauty brands, says de Moyer.
She stresses that the AI tools are designed to assist beauty researchers and product developers in making faster, data-driven decisions.
“Our goal is not to make a numbers game out of it, but to ensure that we’re enabling creators and decision-makers to do their best work.”
A key element of this approach is what de Moyer refers to as “Quiet AI,” which subtly advises creative decision-making.
“The ‘art’ is the craftsmanship—the designer, the perfumer, the creative mind behind the product. The ‘science’ is the data and technology that enhance the decision-making process, providing valuable insights to make those creative decisions even better.”
For example, Guerlain’s fragrance development team uses AI to streamline its ingredient selection process. The AI analyses thousands of components, helping perfumers identify the most promising combinations more efficiently.
Importantly, as de Moyer emphasises, the final decisions rest firmly with the human artisans. “The algorithm supports, but never replaces, their artistry,” she added.
Optimising operations
The “Move” category highlights the operational side of LVMH’s AI investments. AI is used to optimise manufacturing processes, supply chain management, and logistics, enabling more accurate demand forecasting.
This helps the company reduce stockouts and overstocks, increase operational efficiency, and minimise waste.
For the “Show” category, AI is deployed in marketing to ensure that LVMH’s beauty brands are reaching the right consumers, in the right place, at the right time, with the most relevant message.
“It allows us to create consistent, relevant campaigns that engage consumers across multiple channels,” de Moyer explains.
Julie de Moyer, CDAO, LVMH
The “Sell” category focuses on personalisation in retail, both online and in-store.
Through AI, LVMH can tailor product recommendations based on consumer preferences, past purchases, and important milestones.
She adds that research has found that consumers are increasingly willing to share their data in exchange for a more personalised experience, and LVMH has used this insight to drive engagement and sales.
Finally, in the “Service” category, AI plays a key role in maintaining personalised relationships with customers after the sale.
“We guide them on how to use products, provide immersive brand experiences, and offer tailored follow-up support, all designed to foster long-term loyalty,” says de Moyer.
A robust, responsible data foundation
To support these initiatives, LVMH has built a “robust data platform” that allows for the swift processing and transformation of data, enabling faster decision-making and greater operational agility.
As de Moyer explains, “This enables us to react quickly to market changes and keep up with the fast-paced nature of the beauty industry.”
Crucially, LVMH’s approach to AI is guided by a commitment to responsible use. The company collaborates with external organisations, such as Stanford’s AI Ethics Programme, to ensure that its models are fair, unbiased, and transparent.
In conclusion, de Moyer emphasises that LVMH’s use of AI is not about replacing creative talent, but rather empowering it: “We’re not here to replace the creators—we’re here to empower them. Together, we can shape the future of the beauty industry, blending technology with centuries of craftsmanship to deliver extraordinary experiences.”
