The Louvre, from Paris to Abu Dhabi: Brand Extension or Brand Reinvention?

Eighteen years after the landmark agreement, the Louvre Abu Dhabi has matured from a controversial concept—once decried as a "cultural Chernobyl"—into a global cultural powerhouse welcoming a record 1.42 million visitors in 2024.
In 2025, Hervé Barbaret, CEO of Agence France Muséums, reaches a critical strategic juncture as the Franco-Emirati partnership approaches a major review after 30 years. The central issue is about the future governance and branding: Should the Louvre Abu Dhabi remain a licensed extension of the Parisian parent, evolve towards a hybrid arrangement with greater autonomy, or become completely independent?
The case challenges readers to analyze the Louvre Abu Dhabi not just as a museum, but as a high-stakes experiment in luxury branding in a cross-cultural context. The narrative explores how it overcame initial skepticism by fundamentally reinventing the Louvre brand's value proposition, and ultimately navigated a paradigm shift from a traditional object-centric model (the 3Ps - product, provenance, and physicality or 3Ps) to a modern, experience-centric one (the 3Ss - sensoriality, soft power, storytelling). In the context of growing regional competition and local curatorial maturity, the case is a platform for discussing brand management and equity, the economics of experiential luxury, and the geopolitics of soft power, preparing students to design sophisticated, long-term global partnership strategies.

(1) Distinguish brand extension from brand reinvention. Students learn to differentiate between leveraging an existing brand in a new market (extension) and fundamentally altering its core identity and value proposition to thrive in a new context (reinvention). Drawing upon existing models of brand extension and brand identity, they explore when, why, and how brand extensions/reinventions are successful in the marketplace.
(2) Apply the “3Ps to 3Ss” brand effectiveness framework, whereby a brand pivots from object-centric (product, provenance, physicality) to experience-centric (sensoriality, soft power, storytelling) to appeal to today’s luxury clients and build resonance in new markets by creating "meaning" and "sense" rather than selling "possessions."
(3) Design cross-cultural governance and operating models. Students navigate the lifecycle of international partnerships, notably the shift from a "dependency model" (AFM as operator and Abu Dhabi as licensee) to a "parity model" (knowledge transfer and shared governance), thus preparing to manage long-term IP agreements where the capabilities of the licensee eventually rival those of the licensor.