TOME. Rachel de Joode: Porosity — Thisispaper — What we save, saves us. Industrial Facility. About : the validation junky. Today we are witness to a constant flux between science, design, art, philosophy and other realms, which have merged into new disciplines through digitalisation and globalisation.
Designers are confronted by new questions requiring different methods of design thinking to respond with previously unexplored outcomes. The digital frontier is changing culture on a rapid level; streamlining ways of living, having what you think that you might want quicker and more of it, opening new paths of living often ushered by the interests of brands and businesses. We adapt with our digital network to need more and want more, but not necessarily leading us to higher contentment.
Photography Art Architecture Design Graphics Fashion & Lifestyle. ‘Things Get Better’ series by Scott Campbell Watercolor on paper ‘Tranquil A’ chair Bahk Jong Sun, 2012 White oak H34 x W24.5 x D25.75in.
H86 x W62 x D65cm Seat height: 13.75in. (35 cm) Available at 1stdibs here ‘Hillsden House’ by Lloyd Architects, Utah Photos Mark Weinberg and Leah Miller. The Locals — The Locals – Street Style from Copenhagen and elsewhere. The inspiration provider. Photography Art Architecture Design Graphics Fashion & Lifestyle. Georgina Santiago. Biennale Internationale Design Saint-Etienne 2015 - Vous-avez dit bizarre? Vous-avez dit bizarre?
The Vous avez dit bizarre ? (Did you say bizarre?) Exhibition explores the notion of the contemporary grotesque through a selection of about forty designers. Co-directed and co-designed by Dutch artist Bart Hess and art historian Alexandra Jaffré, the exhibition brings together design projects that play with the codes of the grotesque style to demonstrate the social implications of behaviours that can sometimes be over-the-top.
Experimentations on the human form. EDITD - analysing Whistles' commercial success through trend data. Long-time readers will know we’ve previously looked into the failings of well known retailers and brands, but our data isn’t limited to exposing poor performance, it also gives a comprehensive view of when things are working well.
Last month British premium fashion retailer, Whistles, bought back the majority of shares owned by the Icelandic government (following the banking crash in 2008, Icelandic bank Glitnir’s shares were handed over to their government). This follows on from 2011’s 13% increase in sales and company indications that this year has seen “double digit like-for-like sales growth”. Whistles are riding high right now – so let’s look at their recipe for success. 1. Giving Customers What They Want Season after season, Whistles garments get picked up by the press and run as must-have pieces, selling out fast. Take the (now iconic) knife pleat Carrie skirt from 2011, for example. EDITD - analysing Whistles' commercial success through trend data.
Doc 6217. Fashion retailer’s radical change of clothes. Whistles’ existing customers were not happy with her decision to overhaul the company’s collection of dowdy dresses.
However, the move did attract younger shoppers. And Whistles’ latest results show the strategy has paid off. Underlying UK sales rose 20pc and the company returned to the black with pre-tax profits of £1.1m. The brand has also won strong reviews from the fashion press for its mix of contemporary casual and workwear for women. The company’s customers are now typically aged between 25 and 50. “When we took over it was a brand that had lost its relevance with contemporary women,” she says.
The retailer has 90 stores and concessions in the UK, including 48 standalone sites, and after reinventing the company Ms Shepherdson now aims to grow it. Ms Shepherdson believes that Whistles could grow to 60 standalone stores in the UK. Jane Shepherdson, Chief Executive Officer, Whistles. LONDON, United Kingdom — Perhaps it’s not surprising that, in her spare time, Jane Shepherdson does flying trapeze in Hoxton, smack in the heart of achingly hip East London.
Right from her earliest days in the fashion industry, Shepherdson has been known for taking risks and having her finger on the pulse of what’s cool. After getting her start as an assistant buyer at Topshop, back in 1984, Shepherdson spent twenty years working her way up the ladder to become Topshop’s brand director, effectively overseeing the retail, product, finance, HR and property departments of a company that, under her leadership, was transformed into a globally recognised brand, emblematic of the dynamic nature of British high street fashion.
But in 2006, one week after Topshop boss Sir Phillip Green announced a now-defunct fashion collaboration with Kate Moss, Shepherdson abruptly resigned. How Whistles Reemerged as One of the Most Exciting Contemporary Brands in Fashion. 2008 was not an easy year for many in the fashion industry -- least of all, perhaps, for Jane Shepherdson.
The former Topshop brand director, once described as "the most powerful woman on the high street," had just become chief executive of (and a substantial investor in) a fading British brand called Whistles. Days before the brand was scheduled to unveil its relaunch, Lehman Brothers collapsed. Jane Shepherdson at Whistles: peep-peep show. BY Sally Williams | 13 September 2008.