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LVMH is the broadest multi-Maison group, Kering is a more concentrated collection of fashion-led Houses, and Hermès is one luxury House organized by specialist métiers rather than a stable of separately branded companies. That difference in portfolio architecture explains why their category coverage, financial reporting and consumer experience look so different. LVMH reported 75 Maisons across six segments in 2025; Kering’s 2025 portfolio centered on fashion, leather goods, jewelry and eyewear; Hermès reported its activities through métiers such as leather goods and saddlery, silk, watches and perfume.
The comparison below uses each company’s 2025 reporting. Revenue and profit figures are not interchangeable measures, and portfolio breadth should not be mistaken for product quality, desirability, resale value or investment merit.
At a glance: three different portfolio models
| Company | Portfolio architecture | Categories disclosed in 2025 reporting | 2025 scale evidence |
|---|---|---|---|
| LVMH | Multi-Maison group organized into six business segments | Wines and Spirits; Fashion and Leather Goods; Perfumes and Cosmetics; Watches and Jewelry; Selective Retailing; Other activities | 75 Maisons, 81 countries, 211,552 employees and 6,283 stores as of December 31, 2025; €80.807 billion revenue |
| Kering | Multi-House group concentrated on fashion-related luxury, jewelry and eyewear | Couture and ready-to-wear, leather goods, jewelry, eyewear and beauty | €14.675 billion revenue in 2025; 13% reported year-over-year decline |
| Hermès | Single House presented through métiers (specialist activities) | Leather Goods and Saddlery; Ready-to-wear and Accessories; Silk and Textiles; Other Hermès métiers; Perfume and Beauty; Watches | 2025 reporting emphasizes growth by métier; a comparable revenue figure is not established here |
These are corporate reporting structures, not a league table of brands. A group can be larger because it owns more businesses or operates more categories, while a single House can remain highly distinctive within a narrower set of métiers.
How LVMH builds the broadest disclosed portfolio
Six segments cover luxury and adjacent activities
LVMH describes a portfolio of 75 Maisons divided into six segments. The structure reaches beyond fashion into beverages, beauty, watches, jewelry and retail operations:
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- Wines and Spirits
- Fashion and Leather Goods
- Perfumes and Cosmetics
- Watches and Jewelry
- Selective Retailing
- Other activities
Because the segments span both products and distribution, LVMH’s footprint is broader than a group defined only by fashion Houses. Its 2025 Universal Registration Document lists 81 countries, 211,552 employees and 6,283 stores as of December 31, 2025. Those figures describe the group’s total operating footprint, not the size or performance of every Maison.
2025 financial scale
| Measure | LVMH 2025 | What the figure means |
|---|---|---|
| Revenue | €80.807 billion | Company-reported full-year revenue |
| Profit from recurring operations | €17.755 billion | Operating-profit measure used in LVMH’s results reporting |
| Operating margin | 22.0% | Margin associated with the reported recurring operating profit |
These are group totals. They do not show which Maison generated a particular sale, nor do they establish that one product category is more desirable than another.
Maisons with group resources, according to LVMH
LVMH says it develops its Maisons over the long term while respecting their individual strength and distinctiveness. The group also describes shared resources supporting creation, manufacturing and selective distribution. In practical terms, that is a federation model: a consumer may encounter very different design languages and histories at individual Maisons, while the parent company reports the businesses together and can provide common capabilities.
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How Kering concentrates its Houses around fashion and accessories
A House-led portfolio with a narrower category center
Kering’s 2025 results release frames its activities around couture and ready-to-wear, leather goods, jewelry, eyewear and beauty. The release names Gucci, Saint Laurent, Bottega Veneta, Balenciaga, McQueen, Brioni, Boucheron, Pomellato, DoDo, Qeelin and Ginori 1735, alongside Kering Eyewear and Kering Beauté.
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This is still a multi-House model, but the disclosed center of gravity is different from LVMH’s. Kering’s list is heavily tied to fashion, leather goods and accessories, with jewelry and eyewear adding specialist depth. The portfolio does not use the same six-segment cross-sector presentation that LVMH uses.
2025 financial scale and performance
| Measure | Kering 2025 | Qualification |
|---|---|---|
| Revenue | €14.675 billion | Company-reported full-year revenue |
| Reported revenue change | Down 13% year over year | Group-level reported change for 2025 |
| Recurring operating income | €1.631 billion | Recurring operating-profit measure |
| Recurring operating margin | 11.1% | Margin associated with recurring operating income |
Results varied by House, so the group decline should not be applied to every brand. Kering reported Gucci revenue down 22% on a reported basis, Yves Saint Laurent down 8%, and Bottega Veneta flat on a reported basis but up 3% on a comparable basis. “Reported” and “comparable” are different presentations; the Bottega Veneta figures should not be merged into one undifferentiated growth rate.
Kering Beauté’s disclosed transaction status
The 2025 results release said the sale of Kering Beauté to L’Oréal was expected to close in the first half of 2026. That statement is a forecast in the release, not confirmation that the transaction was completed. The material available for this comparison does not establish a later completion date, so Kering Beauté should be treated as a reported portfolio activity with a status that requires a newer corporate source for an up-to-date ownership statement.
Kering CEO Luca de Meo summarized the company’s own view in the French results announcement of February 10, 2026: « La performance du Groupe en 2025 ne reflète pas son véritable potentiel. » A faithful translation is, “The Group’s performance in 2025 does not reflect its true potential.” The quotation is management’s assessment, not an independent forecast.
How Hermès differs: one House, several métiers
Métiers are activities inside the Hermès House
Hermès is best compared with LVMH and Kering as a single luxury House rather than as a collection of independently named Houses. Its annual reporting organizes operations through métiers:
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- Leather Goods and Saddlery
- Ready-to-wear and Accessories
- Silk and Textiles
- Other Hermès métiers
- Perfume and Beauty
- Watches
A métier is an operating and craft category within the Hermès identity. It is not equivalent to adding another outside brand to a group portfolio. This distinction matters when counting “brands”: LVMH reports 75 Maisons, while Hermès can report several métiers without implying several unrelated Houses.
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2025 operating signals
Hermès’s 2025 Universal Registration Document states that all métiers grew in 2025 except Perfume and Beauty and Watches. Leather Goods and Saddlery grew 13%, supported by demand and increased production capacity.
| Hermès measure | 2025 figure or statement | Basis and limitation |
|---|---|---|
| Leather Goods and Saddlery | 13% growth | Growth stated by Hermès for the métier |
| Net profit attributable to the group | €4.5 billion | Up 5.5% excluding France’s exceptional contribution on large-company profits |
| Revenue | Not stated in the material used here | Do not infer a three-way revenue ranking |
Hermès’s €4.5 billion figure is net profit attributable to the group. It cannot be compared directly with LVMH’s €17.755 billion profit from recurring operations or Kering’s €1.631 billion recurring operating income because those are different profit definitions.
Why the métiers model changes interpretation
Reporting by métier highlights how one House balances specialist activities. A strong year in leather goods can coexist with weaker performance in watches or perfume without the company changing its identity or adding and removing separate brand names. The model is therefore useful for understanding craft categories and capacity decisions, but it is not a direct measure of portfolio breadth in the same sense as a multi-Maison group.
Portfolio breadth compared directly
| Comparison axis | LVMH | Kering | Hermès |
|---|---|---|---|
| Basic unit | Maison | House | Métier within one House |
| Disclosed breadth | Six segments spanning beverages, fashion, beauty, watches and jewelry, retail and other activities | Fashion, leather goods, jewelry, eyewear and beauty | Specialist activities led by leather goods and saddlery, plus apparel, silk, beauty and watches |
| Named businesses in the 2025 material | 75 Maisons in total; individual names are not required to understand the segment model | Gucci, Saint Laurent, Bottega Veneta, Balenciaga, McQueen, Brioni, Boucheron, Pomellato, DoDo, Qeelin and Ginori 1735, plus Kering Eyewear and Kering Beauté | One Hermès House reported through six métier groupings |
| Distribution in the reporting model | Selectively reported as its own segment | Eyewear is a named activity; the release does not present a matching six-segment retail category | Activities are reported by métier rather than a multi-brand retail segment |
| How to read the portfolio | Broad conglomerate with distinct Maisons and shared group infrastructure | Concentrated luxury group with House-level performance differences | Integrated House whose categories express one identity |
The table shows why a simple “which owns more brands?” question can mislead. It compares different counting systems: Maisons, Houses and métiers are not interchangeable units.
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Scale: what the 2025 numbers do and do not tell you
Revenue is a measure of size, not desirability
LVMH’s €80.807 billion in 2025 revenue was substantially higher than Kering’s €14.675 billion. That gap demonstrates a difference in reported group scale, but it does not rank individual products, craftsmanship, scarcity or consumer enthusiasm. LVMH’s total also includes six segments, while Kering’s total comes from a more concentrated category mix.
Profit labels must stay attached to the numbers
LVMH reports “profit from recurring operations,” Kering reports “recurring operating income,” and Hermès reports “net profit attributable to the group” in the figures cited here. Operating measures are calculated before different items included in net profit. Presenting the three numbers as if they were the same would create a false comparison.
Growth bases matter
- LVMH’s figures above are 2025 group totals from its results reporting.
- Kering’s 13% decline is reported revenue change; its Bottega Veneta comparison also includes a separate comparable-growth figure.
- Hermès’s 13% leather-goods growth is a métier-specific figure, not a group-wide revenue rate.
- Hermès’s 5.5% net-profit increase excludes France’s exceptional contribution on large-company profits, so the qualification belongs with the number.
Keeping the basis next to every figure prevents a category growth rate, a reported decline and a profit measure from being mistaken for equivalent evidence.
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If you are comparing category coverage
LVMH offers the widest disclosed spread. Its reporting explicitly includes wines and spirits and selective retailing in addition to the product categories most readers associate with luxury. Kering gives a clearer fashion-and-accessories center, with jewelry and eyewear as important adjacent activities. Hermès covers multiple luxury crafts, but those crafts remain expressions of one House.
If you are comparing brand identities
In a multi-Maison or multi-House group, the parent company can contain labels with very different aesthetics, histories and price structures. Group ownership therefore tells you little about whether two products feel interchangeable. Hermès presents a more unified identity across métiers, even though a silk product and a watch serve different use cases.
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If you are comparing operating signals
Group-level results can hide variation. Kering’s 2025 release demonstrates this directly: Gucci, Saint Laurent and Bottega Veneta posted different trajectories. Hermès’s métier reporting similarly separates strong leather-goods growth from weaker perfume, beauty and watch performance. LVMH’s segment totals require the same caution because each segment aggregates several Maisons.
A practical framework for making a fair comparison
- Define the unit you are comparing. Decide whether the question concerns a parent group, a Maison or House, a métier, or a product category. Do not place a single Hermès métier beside all 75 LVMH Maisons as though they were equivalent.
- Choose one fiscal year. The figures in this article use 2025 reporting. Mixing a 2025 group result with an earlier brand release can produce an apparent trend that is really a date mismatch.
- Match financial definitions. Compare revenue with revenue, operating income with operating income and net profit with net profit. If definitions differ, label the difference instead of ranking the figures.
- Separate reported and comparable growth. Kering’s Bottega Veneta figures show why both labels matter. Use the reported rate for the reported comparison and the comparable rate for the comparable comparison.
- Map categories before judging breadth. List the activities included by each company. LVMH’s wines-and-spirits and selective-retailing segments make its disclosed footprint broader than a fashion-only count would suggest.
- Check ownership dates. Portfolio transactions can change the answer. Kering’s release described the Kering Beauté sale as expected in the first half of 2026; a current ownership claim needs a later source confirming completion.
- Keep consumer judgments separate. Portfolio size and financial scale do not establish quality, desirability, resale value or investment attractiveness. Those questions require different evidence.
Common mistakes when reading the three groups
Mistake 1: treating revenue as market share
Reported revenue is the sales total of a company under its accounting scope. It is not a direct measure of global luxury-market share, brand heat or product superiority.
Mistake 2: counting métiers as separate brands
Hermès’s métiers describe activities inside one House. Counting leather goods, silk, watches and perfume as four independent Houses would overstate the portfolio’s organizational diversity.
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Mistake 3: assuming every House followed the group trend
Kering’s 2025 results varied materially by House, and Hermès reported different outcomes by métier. Aggregated numbers are useful for scale but insufficient for a brand-level conclusion.
Mistake 4: comparing unlike profit measures
LVMH’s recurring operating profit, Kering’s recurring operating income and Hermès’s net profit attributable to the group use different definitions. A higher number in one column does not automatically mean higher profitability.
Mistake 5: treating a planned transaction as completed
A company statement that a sale was expected to close is not a completion notice. Kering Beauté’s status should be updated only with a source published after the expected closing period.
Bottom line
LVMH is the most diversified of the three on the evidence disclosed: 75 Maisons across six segments, including wines and spirits and selective retailing. Kering is a smaller, more concentrated multi-House group built around fashion, leather goods, jewelry and eyewear, with materially different performance among its Houses in 2025. Hermès is not a comparable collection of brands; it is one House whose métiers organize a broad but coherent craft and product system. Use those structural differences—and the precise financial definitions—before drawing any conclusion about a particular product or brand.
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