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A free scan shows the junk files, broken settings and background clutter dragging Windows down - then fixes them in one click.Free scan · Windows 10 & 11Short answer: LVMH has the broadest disclosed portfolio: 75 Maisons across six segments, from wines and spirits to fashion, beauty, watches, jewelry and retail. Kering also owns multiple Houses, but concentrates on fashion, leather goods, jewelry and eyewear. Hermès is structurally different: it is one luxury House organized by métiers such as leather goods and saddlery, silk, ready-to-wear, watches, and beauty. Those architectures explain how each group reports growth and risk; they do not, by themselves, rank quality, desirability or investment appeal.
The figures below use each company’s 2025 reporting. LVMH reported €80.807 billion of revenue and Kering €14.675 billion. Hermès’ 2025 document shows growth by métier, but a comparable revenue figure is not stated here, so a three-way revenue ranking would be misleading.
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At a glance: three different portfolio designs
| Company | Portfolio model | Disclosed category coverage | 2025 scale evidence |
|---|---|---|---|
| LVMH | Multi-Maison group | Six segments: Wines and Spirits; Fashion and Leather Goods; Perfumes and Cosmetics; Watches and Jewelry; Selective Retailing; Other activities | 75 Maisons; €80.807bn revenue; €17.755bn profit from recurring operations; 22.0% operating margin |
| Kering | Multi-House group | Fashion and leather goods, couture and ready-to-wear, jewelry, eyewear and beauty | €14.675bn revenue; €1.631bn recurring operating income; 11.1% recurring operating margin; revenue down 13% reported |
| Hermès | One House organized through métiers | Leather Goods and Saddlery; Ready-to-wear and Accessories; Silk and Textiles; Other Hermès métiers; Perfume and Beauty; Watches | Leather Goods and Saddlery grew 13%; net profit attributable to the group reached €4.5bn, up 5.5% excluding France’s exceptional contribution on large-company profits |
“Portfolio” therefore means something different in each case. LVMH and Kering aggregate separately named brands or Houses. Hermès reports specialist activities inside one House. Comparing the number of brands without making that distinction produces a false equivalence.
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1Clear out junk files and repair common Windows errors2Scan for outdated or missing drivers - takes under a minute3Repair Windows errors before they cause bigger problemsWhat LVMH’s portfolio includes
A six-segment, multi-Maison structure
LVMH says it has 75 Maisons operating in six business segments. The segments are broad enough to cover much of the luxury value chain:
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- Wines and Spirits
- Fashion and Leather Goods
- Perfumes and Cosmetics
- Watches and Jewelry
- Selective Retailing
- Other activities
This is the broadest cross-sector footprint disclosed by any of the three companies in the supplied 2025 reporting. It includes both products and distribution, rather than only fashion labels. Selective retailing gives the group a reported category for controlled luxury retail operations, while the other segments capture manufacturing, hospitality or corporate activities that do not fit the main product categories.
Scale and operating footprint
LVMH’s official 2025 document gives the following figures as of December 31, 2025: 75 Maisons, operations in 81 countries, 211,552 employees and 6,283 stores. Its 2025 results report €80.807 billion in revenue, €17.755 billion in profit from recurring operations and a 22.0% operating margin.
These are group totals. They do not show that every Maison grew at the same rate, nor do they identify which individual brand generated a particular portion of revenue or profit. A group-wide margin is also not a product margin: it includes the mix of businesses, central costs and the accounting treatment used in the company’s results.
How LVMH describes the model
LVMH says it develops its Maisons over the long term while preserving their individual strength and distinctiveness. It also describes shared group resources supporting creation, manufacturing and selective distribution. In practical terms, the architecture combines brand-level identity with group-level capabilities. The company’s description is a statement of its intended operating model, not an independent test of how much autonomy or synergy each Maison achieves.
What Kering’s portfolio includes
A House-led concentration in fashion-related luxury
Kering’s 2025 results release frames its portfolio around couture and ready-to-wear, leather goods, jewelry, eyewear and beauty. The named Houses include Gucci, Saint Laurent, Bottega Veneta, Balenciaga, McQueen, Brioni, Boucheron, Pomellato, DoDo, Qeelin and Ginori 1735. The group also identifies Kering Eyewear and Kering Beauté in its portfolio description.
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That list shows why Kering is not simply a smaller version of LVMH. Its disclosed center of gravity is fashion and accessories, with jewelry and eyewear adding adjacent categories. It does not present the same breadth of wines and spirits or selective retailing in the six-segment format used by LVMH.
Beauty transaction status must be date-stamped
Kering’s 2025 release said the sale of Kering Beauté to L’Oréal was expected to close in the first half of 2026. That wording describes an expected transaction, not a completed one. Without a newer official announcement, readers should not treat the sale as proof that Kering Beauté had already left the group. Portfolio ownership can change between annual reports, so the latest filing matters when assessing Kering’s current category exposure.
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2025 financial scale and uneven House performance
Kering reported €14.675 billion in 2025 revenue, a 13% reported decrease from the prior year, €1.631 billion in recurring operating income and an 11.1% recurring operating margin. The results varied materially by House:
- Gucci revenue was down 22% on a reported basis.
- Yves Saint Laurent revenue was down 8% on a reported basis.
- Bottega Veneta revenue was flat on a reported basis but up 3% on a comparable basis.
Those percentages describe the named Houses only. They should not be generalized to every Kering business or read as a ranking of creative quality. Reported growth includes the effects of currency and the reporting perimeter; comparable growth is a different measure intended to remove some of those effects.
The CEO’s qualified assessment
In Kering’s February 10, 2026 announcement of 2025 results, CEO Luca de Meo said: « 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 French sentence is the original quotation; the English wording is a translation and should not be presented as a verbatim English quote.
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What makes Hermès structurally different
One House, several métiers
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 activity through métiers, or specialist lines of work:
- Leather Goods and Saddlery
- Ready-to-wear and Accessories
- Silk and Textiles
- Other Hermès métiers
- Perfume and Beauty
- Watches
The métiers model describes what Hermès makes and sells, not a stable of separate brand identities. A comparison that counts Hermès as one brand and LVMH as 75 brands is therefore comparing different organizational units.
2025 performance by métier
Hermès reported 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. This is a useful illustration of the métiers approach: the report shows how specialist activities contribute within one House, rather than presenting a set of separately named labels.
Hermès’ 2025 document says net profit attributable to the group reached €4.5 billion, up 5.5% excluding France’s exceptional contribution on large-company profits. That is a net-profit measure with a stated qualification. It should not be compared directly with LVMH’s profit from recurring operations or Kering’s recurring operating income, which are different measures taken before different levels of the income statement.
How the portfolios differ by category
| Question | LVMH | Kering | Hermès |
|---|---|---|---|
| How many organizational units are emphasized? | 75 Maisons | Multiple named Houses plus eyewear and beauty activities | One House, divided into métiers |
| Is wine and spirits a disclosed core segment? | Yes | Not part of the supplied 2025 portfolio framing | No separate wine-and-spirits métier is listed |
| Is selective retailing separately reported? | Yes | Not presented as a comparable headline segment in the supplied release | No separate selective-retailing métier is listed |
| Are fashion and leather goods central? | One of six segments | Central to the group’s House portfolio | Leather goods and saddlery are a major métier within one House |
| How are beauty activities presented? | Perfumes and Cosmetics segment | Kering Beauté is identified, with a sale to L’Oréal expected to close in the first half of 2026 according to the 2025 release | Perfume and Beauty métier |
| How should breadth be interpreted? | Broadest disclosed cross-sector coverage | Concentrated in fashion-related luxury, jewelry and eyewear | Depth within one House’s specialist métiers |
Scale: what the 2025 numbers do and do not say
Revenue is not a desirability score
LVMH’s €80.807 billion of 2025 revenue is much larger than Kering’s €14.675 billion. The difference demonstrates scale, not superior craftsmanship, desirability, resale value or market share in every category. A group with more businesses and stores naturally has more opportunities to generate revenue than a focused House or a smaller group.
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Hermès is not placed in a three-way revenue ranking here because the supplied 2025 material identifies sales growth by métier but does not provide a comparable revenue figure. Using another year, a different measure or an inferred value would create a false precision.
Profit measures need matching definitions
LVMH reports profit from recurring operations; Kering reports recurring operating income; Hermès reports net profit attributable to the group. Operating measures are taken before some items that affect net profit, so the three figures answer different questions. The following table keeps the labels intact:
| Company | 2025 measure | Reported value | How to read it |
|---|---|---|---|
| LVMH | Profit from recurring operations | €17.755bn | Recurring operating result for the group |
| Kering | Recurring operating income | €1.631bn | Recurring operating result; not the same definition as Hermès net profit |
| Hermès | Net profit attributable to the group | €4.5bn, up 5.5% excluding France’s exceptional contribution on large-company profits | Bottom-line profit with the company’s stated tax-related qualification |
Margins also require care. LVMH’s 22.0% operating margin and Kering’s 11.1% recurring operating margin are based on their respective operating measures. They are not directly comparable with Hermès’ net-profit figure.
Independent reader supportYour contribution helps us test, update, and keep practical guides available for everyone.What the architecture means for diversification and concentration
LVMH: the widest disclosed mix
LVMH’s combination of products, services and retailing spreads reported activity across more categories than the other two structures. That can make the group’s consolidated results less dependent on a single fashion House, but it also means a group-level result blends businesses with different demand cycles, margins and capital needs. The six-segment view is useful for seeing that mix; it is not proof that all segments offset one another in every year.
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Fix the driver behind crashes, sound loss and screen glitchesFind Drivers →Clear out junk files and repair common Windows errorsFree Scan →Scan for outdated or missing drivers - takes under a minuteDriver Scan →Kering: more concentrated exposure to fashion Houses
Kering’s portfolio places greater emphasis on fashion, leather goods, jewelry and eyewear. That focus can make House-level creative and merchandising decisions especially visible in the group’s results. The 2025 spread between Gucci, Saint Laurent and Bottega Veneta demonstrates why a consolidated Kering number should not be treated as a uniform performance of every House.
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Hermès: concentration at the House, breadth inside the métier system
Hermès concentrates corporate identity in one House while operating across several métiers. The structure offers category breadth without a portfolio of unrelated brand names. Its reporting makes it possible to see which métiers are expanding or slowing, but it does not create the same brand-by-brand comparison available for LVMH or Kering.
A practical framework for reading these companies
Use the following sequence when an annual report, earnings release or financial article compares the three:
- Identify the unit being compared. Is the figure for a group, a Maison, a House or a Hermès métier? Do not put a group total beside a single-brand result without labeling the difference.
- Check the category perimeter. LVMH’s six segments, Kering’s House portfolio and Hermès’ métiers are not interchangeable reporting maps.
- Keep the measurement basis. Mark revenue as revenue, reported growth as reported growth, comparable growth as comparable growth, recurring operating income as operating income and net profit as net profit.
- Attach the date and geography. The numbers in this comparison are for fiscal 2025. LVMH’s operating-footprint counts are stated as of December 31, 2025, and Kering’s Beauty transaction language comes from its February 10, 2026 results release.
- Separate ownership from performance. A company can own a House without every House contributing equally in a given year. A planned transaction is not a completed transaction.
- Decide what question the number answers. Revenue addresses scale; margin addresses profitability relative to the company’s own operating measure; a métier or House growth rate addresses a narrower activity.
Common comparison mistakes
- Calling Hermès a portfolio of brands. Its disclosed model is one House organized through métiers.
- Ranking quality from revenue. Revenue measures sales, not craftsmanship, scarcity or customer preference.
- Comparing unlike profits. Hermès net profit is not interchangeable with LVMH profit from recurring operations or Kering recurring operating income.
- Turning one House’s result into a group verdict. Gucci’s 22% reported decline, for example, is not a statement about every Kering activity.
- Treating expected ownership changes as completed. Kering’s 2025 release described the Kering Beauté sale as expected in the first half of 2026; completion requires a later confirmation.
- Using an unqualified revenue ranking. Hermès’ comparable 2025 revenue figure is not stated in the material used here, so it should not be inferred.
Which portfolio is broadest, and which is most focused?
On disclosed category coverage, LVMH is broadest: it spans six segments, including wines and spirits and selective retailing, and reports 75 Maisons. Kering is the more concentrated multi-House group, with its public framing centered on fashion, leather goods, jewelry, eyewear and beauty. Hermès is the most distinctive structure rather than simply the most or least diversified: one House operates across several specialist métiers.
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