Go to the website of the diversified luxury goods company LVMH (www.lvmh.com) and peruse the company's lineup of luxury brands and businesses. is LVMH's strategy best characterized as one of related diversification, unrelated diversification, or a combination of related and unrelated diversification? Do you see any competitively valuable cross-business relationships at LVMH? Might tge expertise of LVMH's corporate executives in managing a portfolio of luxury brands be valuable to each of the business/brands and also act to help build added value for LVMH shareholders? why or why not?