Guerilla Store. In Berlin, in the "historic Mitte district," Adrian Joffe and his avant-garde designer wife, Rei Kawakubo, are opening a clothes store that they plan to close a year from now -- even if it is successful, reports Cathy Horyn in The New York Times. The couple is spending just $2,500 to fix up their 700-square-foot retail space, not even bothering "to remove the name of the previous tenant from the windows." Advertising will be by poster and word-of-mouth. From the retailer's perspective, it's all about keeping things fresh in the highly perishable world of fashion. "Of course it seems outrageous to close something once it becomes a success and I think we will be successful," says Adrian Joffe. "But to be creative at anything takes an unbelievable amount of energy, and the minute you start to feel content with your success is when you lose it. You don't want to get too comfortable."
By next year, Adrian and Rei plan to open 20 such stores, called Comme des Garcons Guerilla Store, all of which "will adopt the same drive-by strategy, disappearing after a year." What for them is a creative spark is for shoppers a refreshing departure from globalized fashion. "I think people are tired of things you can get everywhere in the world," says one happy shopper as she picks out an orange-checked skirt and eyes a pair of silver sneakers. "What you'll see," says Seth Matlins of Creative Artists Agency, "is that distribution will become the message." He says that today's influences are "terrifically eclectic," noting how much stuff kids buy on eBay these days. Melissa Kirgan, a 23-year-old graduate of the Fashion Institute of Technology who has formed "a collective of designers and artists," meanwhile comments: "Our approach is anti-Wal-Mart. It's turning against all the branding and noise."
Indeed, the inspiration for the Guerilla Store came not from another fashion retailer but from a Vietnamese noodle bar and a boutique run by "a group of artists" -- neither of which devoted "a great deal of attention to decor or displays. As Cathy Horyn observes: "Unconsciously or not, their owners were recognizing a fundamental shift in young consumers' attitudes: that content and product now counts for more than image." That concept is already bubbling up to fashion's establishment. Dior ceo Sidney Toledano says Apple's retail stores are the model: "I learn more from a store like that than I do fashion stores," he says, explaining, "You're not just buying merchandising, you're exchanging information." The Guerilla Store bring its "paradigm of impermanence" to America this September, with a store in Brooklyn.
Coke's Growth Strategy. A new book "tells a story too often overlooked in the fabled history of the world's biggest soft-drink company," writes Greg Farrell in USA Today. The book, called The Real Thing, is about Coca-Cola, of course, and it was written by Constance L. Hayes, the New York Times reporter. In it, Connie chronicles "how a network of independent bottlers pounded the pavement and drove the back roads of the USA to spur the growth of Coke's domestic business.
Distribution, distribution, distribution. "In its early years," notes Greg Farrell, "Coca-Cola was primarily a fountain drink." That changed, however, when "a handful of risk-taking entrepreneurs in Atlanta" convinced "Coke's founder, Asa Candler, of the need to sell the fizzy soft drink in bottles ... Candler is skeptical of the bottlers' ideas but sees no downside in allowing these men to stimulate new demand for his product by taking it on trucks and wagons to hard-to-reach places ... As a result, Candler enters into a series of contracts with the bottlers that helps turn Coke into the nation's most beloved drink" and "allows the bottlers to stake out regional territories they can control in perpetuity."
The book also gets into the Roberto Goizueta, Don Keough and Doug Ivester years, including "Goitzueta's masterful transformation of the company from a staid old American icon to a growth stock," as well as the contrasting personalities of Keough (warm) and Ivester (cold). You can read all about Ivester's rough ride -- the foiled attempt to buy Cadbury Schweppes ... the Belgian students who got sick drinking Coke products and the resulting European ban on Coke that lasted several weeks ... and the African-American employee lawsuits charging race discrimination. Yes, plenty of corporate intrigue to go around, although that distribution storyline is pretty hard to beat for take-away value.
Tim Manners, editor