There is no LVMH of Food.
Luxury fashion has its titans—LVMH, Kering, and Richemont—massive holding companies with centralized power, global brand control, and sky-high margins.
But in food? No equivalent.
Yes, there are premium brands—think Venchi, La Maison du Chocolat, or even the Risotto brand Riso Acquerello—but they are fragmented, often local, and rarely grouped under one global luxury umbrella.
Why?
Because luxury in food is deeply regional. Taste is cultural. Prestige is local. Italian truffles. Japanese wagyu. Swiss chocolate. French pastries.
Every country guards its culinary treasures, and often, they are tied to a sense of place, family tradition, and centuries-old techniques.
Compare that to fashion—where a Parisian brand can sell handbags in Shanghai, New York, or Dubai, and signal the same global status symbol.
Food doesn’t work that way. You can’t carry luxury foods the way you carry a Birkin. Luxury food is harder to flaunt. You consume it. It disappears. It doesn’t walk into a room with you.
And yet… Luxury food is a multi-billion dollar industry—just hidden in layers of culture, production constraints, and brand silos.
So, could there ever be an LVMH of Food?
What would it take?
🟡 A group that respects regionality but elevates it to the global stage.
🟡 A brand architecture that unites, without flattening identity.
🟡 The ability to scale storytelling, not just production.
🟡 And perhaps, a new way to signal status—through conscious consumption, rarity, or digital curation.
Could there be a global luxury food house? Or is this fragmentation a feature, not a bug?