Objective This thesis examines how differentiation strategies shape brand positioning and performance in contemporary luxury, using LVMH (Moët Hennessy Louis Vuitton) as an embedded single case study. It asks: How do cross sector differentiation strategies reinforce luxury brand equity and translate into strategic outcomes? The research shifts attention beyond fashion to non-fashion domains, as wines & spirits, jewelry & watches, perfumes & cosmetics, selective retail, and lifestyle & art, where experiential extensions materially affect desirability. Context and Theoretical Background Luxury has evolved from a product centric paradigm anchored in material rarity to an experience driven model that creates symbolic value. The study integrates Kapferer’s anti laws and abundant rarity; Vigneron & Johnson’s Luxury Value Perception Model; Aaker’s Brand Identity System; Keller’s CBBE; Pine & Gilmore’s Experience Economy; and Schmitt’s Strategic Experiential Modules.