logo
Louis Vuitton bets big on Rodeo Drive with new Frank Gehry-designed store

Louis Vuitton bets big on Rodeo Drive with new Frank Gehry-designed store

Louis Vuitton is gearing up to go over the top again in Beverly Hills.
With plans for an ultra-opulent hotel on Rodeo Drive stymied by voters two years ago, the Paris fashion house's owners are back with a proposal for a theatrical flagship store designed by architect Frank Gehry that would anchor the north end of the famous retail corridor.
Luxury goods stores on Rodeo Drive are growing larger as top-shelf retailers increasingly up the ante to dazzle shoppers, and the vision from Louis Vuitton owner LVMH is one of the biggest stores yet with restaurants, rooftop gardens and exhibition space.
Set to open in 2029 pending city approval, the store will stretch through the block from Rodeo Drive to Beverly Drive along South Santa Monica Boulevard. It will be one continuous structure connected across an alley by two pedestrian bridges and a tunnel.
Louis Vuitton said its new store will contain 45,000 square feet on the retail side fronting on Rodeo Drive and an additional 55,000 square feet on the hospitality-focused side of the building off Beverly Drive.
'The new location will take visitors into a full Louis Vuitton lifestyle experience showcasing its diverse universes of products and one-of-a-kind client experiences,' the company said in a statement.
The retail entrance will be on Rodeo Drive, with three floors dedicated to product categories such as women's and men's collections, travel, watches and Jewelry, beauty and fragrance. A rooftop level will have private spaces for clients and a garden.
Visitors entering from Beverly Boulevard will find a cafe and exhibition lobby on the ground floor, two more floors of exhibition space and a rooftop with a restaurant and open-air terrace.
Louis Vuitton representatives declined to offer more details about the exhibitions or the building, but the brand perhaps best known for its signature monogrammed handbags and luggage also has made a reputation promoting art and culture.
In 2014 it opened the Fondation Louis Vuitton in Paris in a building designed by Gehry. The Fondation has art exhibits, concerts, dance performances and organized family activities such as art classes for children.
Gehry has also also collaborated with Louis Vuitton on a collection of handbags reflecting his architectural style, which is known for flowing, curvilinear sculptural forms.
In downtown Los Angeles, Gehry designed the Walt Disney Concert Hall, the Grand L.A. mixed-use complex across the street and the nearby Colburn School performing arts center under construction.
The interior of Luis Vuitton's Beverly Hills flagship is being designed by another well-known architect, Peter Marino, who designed the existing Louis Vuitton store on Rodeo Drive and the ill-fated Cheval Blanc Beverly Hills hotel intended for the Rodeo Drive site now selected for Louis Vuitton's new flagship.
New York-based Marino was described by Architectural Digest as 'a leading architect for the carriage trade, and the architect for fashion brands.'
Marino once said the Chevel Blanc hotel, which was approved by the city before being vetoed by voters, would improve the pedestrian experience on the northern edge of Rodeo Drive's famed shopping district, where 'people get to the end, shrug their shoulders and walk back.'
The parcels intended for the hotel and now Louis Vuitton are owned by LVMH and were formerly occupied by Brooks Bros. and the Paley Center for Media. The existing unoccupied structures will be razed to make way for the new store.
Merchants on the famous three-block stretch of Rodeo Drive constantly strive to find new ways to call attention to themselves and polish their brand's image, said real estate broker Jay Luchs of Newmark Pacific, who works on sales and leases of high-end retail properties.
'It's competitive among brands to always be the best they can be, and they're not sitting on spaces keeping them stale,' he said. 'They're all always reinventing themselves.'
The expensive changes to their stores are 'very obvious,' Luchs said. 'It's almost like an art. The street has different top designers who have made these stores spectacular one after the other.'
Even though retail rents on Rodeo Drive are some of the highest in the country, stores are also getting bigger, the property broker said.
Fifteen years ago, stores on the street were typically 25 feet wide, he said, then gradually many became 50 feet wide, he said. 'Now you're seeing stores 100 feet wide' that may have two different landlords.
A 50-foot lot is 'very big,' Luchs said, and can hold a store with 5,000 square feet on each level and may go three stories tall for a total of 15,000 square feet in the store.
The fashion house is also growing in New York, where its flagship store is being replaced with a building that will nearly double its footprint on 57th Street at 5th Avenue, the Architects Newspaper said. Construction has been concealed with a facade that looks like a giant stack of distinctive Louis Vuitton trunks.

Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Etihad CEO Antonoaldo Neves on strategy and its surprise move into Charlotte
Etihad CEO Antonoaldo Neves on strategy and its surprise move into Charlotte

Travel Weekly

time37 minutes ago

  • Travel Weekly

Etihad CEO Antonoaldo Neves on strategy and its surprise move into Charlotte

After years of struggle before and after the pandemic, Abu Dhabi-based Etihad has returned to profitability and is growing substantially. Recently, the airline surprised nearly everyone by announcing it will begin Charlotte service next May. Airlines editor Robert Silk spoke about the decision with Etihad CEO Antonoaldo Neves at the IATA Annual General Meeting in New Delhi this month. Antonoaldo Neves Q: Why Charlotte? A: It's such a big, underserved market. There's no airline flying from the Middle East to Charlotte. There's a lot of immigration to the Carolinas today. We are really excited. We think it's a unique value proposition. Q: Your partner American dominates that airport. Clearly codeshare business will be key for you there, right? A: Every time we have interline and codeshare it does help. But we also have markets in the U.S. where customers on codeshares are less than 5%. I'm not going to name the cities. But in the U.S. it ranges from 5% to 25%. Charlotte may be 5%. We don't know. Q: I read that even Charlotte Airport didn't know you were going to fly there until a couple days before your public announcement. How come? There was speculation that you made the decision because Donald Trump was in the region at the time. A: We have a seven-year plan for our destinations. Charlotte was there for the past 3.5 years. Mr. Trump's visit to the United Arab Emirates was a good marketing opportunity for us. So, we could have announced in March next year. And that was the plan. But my team told me, "Why not anticipate?" In the end, if we get some news coverage because of this for free, why not? We were planning to start negotiations with Charlotte Airport by the end of this year. But we called them and said, "Look guys, we need to do this because we believe there is a marketing opportunity." That's business, right? We need to take all the opportunities that we have to market and sell tickets. Q: You launch Atlanta flights on July 2. And you started Boston last year. After your previous U.S. peak in 2017, you had dropped Los Angeles, Dallas and San Francisco. Once you add Charlotte, you'll be back to six U.S. routes. Tell us about your U.S. strategy. A: Because we have U.S. Customs Preclearance in Abu Dhabi, we are in the unique position to offer people in the Gulf Cooperation Council, India and Southeast Asia, and to Americans, an amazing experience. Think about Boston: Many of our customers connect beyond Boston with our partner JetBlue; you don't have to pick up your bag. We'll move to about 40 weekly frequencies to the U.S. next year. That's nothing. When I was at TAP Portugal, we had about 20 to 30 weekly frequencies to the U.S. Today, if I'm not mistaken, they have weekly 80. I believe Etihad can get there one day, but we need to do it differently. But I don't see any reason we can't double capacity to the U.S. in the next five years. Q: How many new destinations would you anticipate in those five years? A: Maybe three to five. Q: How do you position yourself within a market with stalwarts Emirates and Qatar Airways as well as ambitious potential rivals in Saudi Arabia, even India? A: We are proud of the work we have been doing. The average global net margin is 3%. Last year we did 6%. But we want more. I see Emirates doing 15%. Qatar doing 9%. I want to get 10%, 12%, 15%. I need to have muscle to fight downturns and competition in the future. The market is growing so much in the region that I believe there is space for everyone to make money. We grew 25% last year. If we have a stronger carrier, we can grow the pie, and at the same we can be ready to fight if the pie's not growing.

How To Earn $500 A Month From MSC Industrial Direct Stock Ahead Of Q3 Earnings
How To Earn $500 A Month From MSC Industrial Direct Stock Ahead Of Q3 Earnings

Yahoo

time37 minutes ago

  • Yahoo

How To Earn $500 A Month From MSC Industrial Direct Stock Ahead Of Q3 Earnings

MSC Industrial Direct Co., Inc. (NYSE:MSM) will release earnings results for the third quarter, before the opening bell on Tuesday, July 1. Analysts expect the Melville, New York-based company to report quarterly earnings at $1.03 per share, down from $1.33 per share in the year-ago period. MSC Industrial Direct projects to report quarterly revenue at $969.19 million, compared to $979.35 million a year earlier, according to data from Benzinga Pro. MSC Industrial, known for producing metalworking and maintenance, repair, and operations (MRO) products, reported a second-quarter net sales decline of 4.7% year-over-year to $891.7 million. It missed the consensus of $899.54 million. If investors are eyeing potential gains from the company's dividends, MSC Industrial offers an annual dividend yield of 3.98%. That's a quarterly dividend amount of $3.40 per share (85 cents a year). So, how can investors exploit the dividend yield to pocket a regular $500 monthly? To earn $500 per month or $6,000 annually from dividends alone, you would need an investment of approximately $150,872 or around 1,765 shares. For a more modest $100 per month or $1,200 per year, you would need $30,174 or around 353 shares. To calculate: Divide the desired annual income ($6,000 or $1,200) by the dividend ($3.40 in this case). So, $6,000 / $3.40 = 1,765 ($500 per month), and $1,200 / $3.40 = 353 shares ($100 per month). View more earnings on MSM Note that dividend yield can change on a rolling basis, as the dividend payment and the stock price both fluctuate over time. How that works: The dividend yield is computed by dividing the annual dividend payment by the stock's current price. For example, if a stock pays an annual dividend of $2 and is currently priced at $50, the dividend yield would be 4% ($2/$50). However, if the stock price increases to $60, the dividend yield drops to 3.33% ($2/$60). Conversely, if the stock price falls to $40, the dividend yield rises to 5% ($2/$40). Similarly, changes in the dividend payment can impact the yield. If a company increases its dividend, the yield will also increase, provided the stock price stays the same. Conversely, if the dividend payment decreases, so will the yield. MSM Price Action: Shares of MSC Industrial Direct gained 0.8% to close at $85.48 on More: Image: Shutterstock UNLOCKED: 5 NEW TRADES EVERY WEEK. Click now to get top trade ideas daily, plus unlimited access to cutting-edge tools and strategies to gain an edge in the markets. Get the latest stock analysis from Benzinga? MSC INDUSTRIAL DIRECT CO (MSM): Free Stock Analysis Report This article How To Earn $500 A Month From MSC Industrial Direct Stock Ahead Of Q3 Earnings originally appeared on © 2025 Benzinga does not provide investment advice. All rights reserved.

Prime Roots Launches First Plant-Based Whole Cut Deli Meats That Meat Eaters Chose Over Traditional Meat in Blind Taste Tests
Prime Roots Launches First Plant-Based Whole Cut Deli Meats That Meat Eaters Chose Over Traditional Meat in Blind Taste Tests

Business Wire

time42 minutes ago

  • Business Wire

Prime Roots Launches First Plant-Based Whole Cut Deli Meats That Meat Eaters Chose Over Traditional Meat in Blind Taste Tests

NEW YORK--(BUSINESS WIRE)--After seven years of research and development, Prime Roots, the Berkeley-based pioneer in clean-label plant-based meats, has announced a major leap forward in the deli category. Using proprietary mycelium-based whole food protein, Prime Roots is now offering a new line of upgraded plant-based deli meats that are sliced fresh at the deli counter and—according to third-party blind taste tests—are preferred by a majority of meat eaters who would switch to Prime Roots over conventional deli meats. The technological breakthrough positions Prime Roots as a leader in the growing category of better-for-you deli options. Prime Roots' updated recipes are among the only deli meats on the market that are nitrate-free, cholesterol-free, and packed with complete protein—making them a heart-healthy, clean-label alternative. Recent studies also show that fungi-based proteins used by Prime Roots can build muscle more effectively than animal-based proteins such as milk, offering both functional and nutritional advantages. 'As a new-school deli brand, we've always been committed to giving people the flavor and health benefits they expect from their favorite deli classics,' said Kimberlie Le, Co-Founder of Prime Roots. 'We're thrilled to unveil our upgraded recipes and new packaging that has been refined over years of feedback and that will drive real results. With some of our retail partners reporting that Prime Roots is driving 20% growth in deli sales – we're not just taking share—we're growing the category.' With consumers increasingly concerned about preservatives and additives—especially nitrates, which remain classified as a Group 1 carcinogen by the World Health Organization—Prime Roots offers a differentiated, clean-label option in a category long overdue for innovation. Over 77% of consumers are looking to eat healthier and Prime Roots is a part of that movement at the deli meat counter. Prime Roots' products are unique in the deli delivering the flavor of meat but having absolutely no nitrates, not even deceptively hidden nitrates from sources such as celery salt. Prime Roots' upgraded product lineup includes: Smoked Turkey Cracked Pepper Turkey Smoked Ham Black Forest Ham Salami Cupping Pizza Pepperoni Bacon Each product is made from a complete whole food protein and designed to be sliced fresh using commercial deli slicers, making them suitable for use in both delis and restaurants. They can be served hot or cold and are gluten-free, soy-free, GMO-free, nitrate-free, and free from artificial ingredients. Beyond taste and health, Prime Roots delivers a meaningful environmental impact with 91% fewer carbon emissions, 92% less water usage, and 89% lower water eutrophication compared to traditional meat production. Prime Roots is now available at hundreds of locations including delis, grocery stores, and restaurants across 30+ states. To find Prime Roots near you, visit About Prime Roots Founded in 2017 in Berkeley, California, Prime Roots was created by meat eaters—for all eaters—on a mission to deliver killer taste that won't kill you. Prime Roots doesn't aim to imitate meat—it's here to make it better by removing the bad stuff like nitrates, preservatives, and cholesterol, while keeping the full flavor, texture, and protein people crave. Prime Roots offers the first-of-its-kind line of plant-based deli meats and charcuterie designed to be freshly sliced at deli counters and foodservice operations.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store